Wallingford Presbyterian Church

WALLINGFORD PRESBYTERIAN CHURCH

STRATEGIC PLAN FOR 2010 – 2015

D E C E M B E R 9, 2009 Wallingford Presbyterian Church Strategic Plan for 2010 - 2015

EXECUTIVE SUMMARY:

The Strategic Planning Committee (the “Committee”) was formed by Session in order to develop strategies to address certain perceived challenges we face over the next 5 years. The Committee conducted various types of research, including reviewing the recent Congregational Life Survey, determining the church’s strengths, weaknesses, opportunities and threats, and soliciting opinions from various categories of members and former members. A Mission was agreed upon for the Committee and then specific strategies were developed in order to fulfill this mission.

The results of the planning process were summarized in the Key Strategies that were agreed upon. These strategies are:

. Make worship more compelling. . Increase the engagement of members. . Create an accepting, welcoming and caring atmosphere. . Reach out and attract those unattached to a faith community.

Although possible tactics to implement these strategies are included in this report, we propose that the final decisions on implementation and tactics be decided by the appropriately designated members the Councils, the two Pastors and the heads of the Board of Trustees and Deacons. Session must approve the recommendations of this report as well as the makeup of the “Implementation Committee.”

INTRODUCTION:

Committee Rationale and Purpose:

It was the decision of the Session of the Wallingford Presbyterian Church (“WPC”) to form a committee to look into a strategic plan for the church over the next five years. This was partly due to concerns about trends in membership, giving and other issues that were evident. See Exhibit A for detailed statistics and graphs on these trends. The following is a summary of these issues that caused concern:

. Most traditional Protestant churches have seen declining membership and attendance for many years. The nationwide PCUSA membership declined by 15% during the 10 year period ending in 2007. . WPC membership peaked in 1989 and has been on a fairly steady decline for the past 20 years. Membership has declined by 27% over this period, or about 1-2% per year. . Average worship attendance at WPC has declined by 31% over the past 10 years. This is a greater rate of decline than even membership. . Over the past five years, pledge income has been flat in actual dollars and has declined by approximately 14% in inflation adjusted dollars. . Our income is increasingly dependent upon a smaller group of givers than in the past.

Committee Members:

The committee members were chosen to include members with certain backgrounds, ages and specific skills. The members are:

1 Wallingford Presbyterian Church Strategic Plan for 2010 - 2015

Harold Floyd – Chair Rob Ross

Angela Waltman Mary Payne

Walt Kaminski Dan Glenn Suzan Hawkinson Ron Bloch Ralph Parks Dwight DeWerth-Pallmeyer

COMMITTEE MISSION:

The mission of WPC is in keeping with the Presbyterian Church USA’s ______[Suzan to provide]. The mission of the committee must be consistent with and supportive of this mission.

After much discussion and debate, the Committee decided on the following statement of its mission:

Develop a plan to better capture the hearts, minds and souls of more people and create opportunities for more disciples of Christ to grow in their faith and service.

This mission statement included two primary components:

. Capture more people (including their minds, hearts and souls). . Create opportunities for growth in faith and service of new and existing members.

The emphasis was on both increasing membership and also improving the faith and service experience for existing members. The increasing membership was not so much a goal of increased numbers for numbers sake, but as a result of an improved church experience for members (and potential members) of the Wallingford Presbyterian Church. The need to reach outside the church and attract the “unchurched” is an important part of this mission.

The Committee’s first step was to determine a Vision of what we wanted WPC to look like in 5 years. Then we decided on the Key Strategies were that would allow us to meet this vision. In addition, we agreed upon the Objectives (or metrics) for the Key Strategies. These Objectives would allow us to measure the effects of our Strategies and whether or not they were successful. Finally, suggested Tactics were developed in order to offer possible methods for meeting the Objectives. These Tactics would be optional and subject to change by Session and/or the councils or committees that would be set up to implement the strategic plan.

VISION:

The Committee brainstormed on a vision of what we wanted WPC to look like in 5 years. The complete results of this exercise are shown in Exhibit B. In summary, the vision included:

. Benevolence: Increased benevolence as a percentage of the budget along with targeted application. . Improved Worship Service: Enthusiastic, creative, interactive, with contemporary elements along with new / alternative music. . Increased Activity of Members: more active and involved members, especially outside of traditional worship services.

. Collaboration: collaboration with other Presbyterian Churches and the community. . Facilities and Equipment: facilities and grounds in great condition; youth center, library, van, handicapped accessible, etc. . Special Activities: adult learning activities, lectureship, speakers, events, etc.

The Key Strategies as described on page 8 are intended to fulfill this vision within the next 5 years.

STRENTHS, WEAKNESSES, OPPORTUNITIES AND THREATS

In order to properly develop a Strategic Plan for the church, it was felt that we needed to consider the current status of the church and the environment in which we are situated. This included analyzing and agreeing upon the strengths and weaknesses of WPC. Also, we needed to consider the opportunities and threats we face as a congregation. The Committee discussed, listed and categorized these, which are in Exhibit C. A summary of these findings is below:

Strengths:

. Good physical plant (buildings and equipment). . Location in a stable and prosperous suburb. . Educated and talented members. . Strong core membership and professional staff. . Excellent programs, including youth, music and outreach.

Weaknesses:

. Aging congregation. . Declining attendance. . Lack of younger members. . Little real involvement by most. . Declining membership and lack of new members. . Lack of alternative (non-traditional) worship service. . Poor outreach to new members.

Opportunities:

. Economic stress resulting in spiritual needs and support. . Aging and turnover of local population. . Outreach opportunities in the community and beyond. . Opportunities to attract and maintain new members.

Threats:

. Economic challenges that affect giving and other areas. . Cultural and religious trends that do not favor WPC. . Challenge of competing demands for time (sports, etc.) . Satisfaction with the status quo. . Nearby Presbyterian churches serving a small geographic area. 3 Wallingford Presbyterian Church Strategic Plan for 2010 - 2015

RESEARCH RESULTS:

The Committee conducted research to determine the issues and concerns confronting the us and looked at the demographic data of the community versus the demographics of the church membership. We also analyzed the recent church survey, visited other successful churches and read articles concerning similar challenges facing other churches. Below is a summary of this research.

Church Survey Results:

The US Congregational Life Survey was conducted in ____, 2009. The survey was given to all those attending both worship services on that day. A total of 133 responses were received.

US Congregations is a religious research group staffed by religious researchers and sociologists who conduct the U.S. Congregational Life Survey. They have been providing resources and tools to congregations since 2001, and are housed in the offices of the Presbyterian Church (U.S.A.) in Louisville, Kentucky.

This survey has been given to over 300,000 worshipers in 2,000 Christian congregations over the past eight years. The results of our survey are very valuable in gauging the issues we face at WPC. It gives a clear view of the attitudes of the membership about a range of issues including spirituality, worship, evangelical efforts, participation of the congregation, etc. The survey results were compared to all similar-sized congregations and also results for other Presbyterian Churches.

Here is a summary of the survey results:

. WPC scored very low on Growing Spirituality questions. Our congregation was in the bottom 10% in this area (90% scored higher). For example, only 19% said they are growing in their faith through participation in activities of the congregation, versus 39% for similar-sized congregations and 33% for all Presbyterian congregations. . We also scored low in the Meaningful Worship category. 89% of the congregations scored higher than WPC. For example, only 57% usually experienced joy during worship, compared to 78% for all congregations and 73% for Presbyterian congregations. Experiencing inspiration was 61% for WPC versus 76% for all congregations and 70% for Presbyterian Congregations. . Our score in Participating in the Congregation was slightly better but still in the bottom 19% of all congregations. For example, only 43% of WPC respondents give 5% or more of their income to the congregation, versus 59% for all congregations and 56% for Presbyterian congregations. 55% of WPC members are involved in one or more small groups (bible study, discussion groups, etc.) versus 67% for all congregations and 62% for Presbyterian congregations. . WPC scored very low in the Having a Sense of Belonging category: 98% of all congregations scored higher. Only 25% of WPC respondents said that they feel their sense of belonging is strong and growing, versus 56% for all congregations and 50% for Presbyterian congregations.

. The results for the Caring for Young People were better. Here we scored in the bottom 38% of all congregations. Partly this was a reflection of the age of the congregation: 68% of WPC respondents said their children also worship here versus 81% for all congregations and 75% for Presbyterian congregations. On the other hand, 24% of WPC respondents said that the youth program was one of the three most valued aspects of the congregation versus 18% for all congregations and 15% for Presbyterian congregations. . The highest scoring area for WPC was in the Focusing on the Community area. We scored better than 83% of the other congregations. For example, 42% of WPC respondents said there are involved in social service or advocacy groups, compared to 31% for all congregations and 38% for other Presbyterian congregations. Wider community care or social justice were noted as one of the top 3 valued aspects of the congregation by 21% of WPC versus 12% for all congregations and 13% for Presbyterian congregations. . Sharing Faith was another low scoring area for WPC. 96% of all congregations scored higher than we did. For example, only 6% of WPC respondents felt comfortable talking about their faith versus 21% for all congregations and 11% for Presbyterian congregations. . The lowest scoring area in the survey for WPC was Welcoming New Worshipers. In this category, 100% of all congregations scored higher than WPC. This is a result of very few worshipers (21%) having begun attending in the last 5 years, versus 33% for all congregations and 26% of Presbyterian Congregations. However, this is partly a function of the age of our congregation. . Empowering Leadership was a neutral area for WPC. We scored in the bottom 37% of all congregations. For example, 47% of WPC respondents said that the pastor took into account the ideas of worshipers to a great extent, versus 49% of all congregations and 48% of Presbyterian congregations. However, 54% of WPC respondents said that the leadership style of the pastor inspires people to take action, versus 50% for all congregations and 44% for Presbyterian congregations. . Looking to the Future was another low scoring area for WPC. We scored in the bottom 15% of all congregations overall. Only 12% of the respondents said they felt a sense of excitement about the congregation’s future, versus 35% for all congregations and 19% for Presbyterian congregations.

Demographic Analysis:

In our work, the demographics of the WPC membership was compared to the demographics of Nether Providence Township (Wallingford). Not surprisingly, it was found that WPC had an older membership and one that had a higher percentage of females. At WPC, 37% of the membership was over 60 years of age, versus 25% in Nether Providence. There was an even greater disparity in the percentage of “thirty somethings” and “forty somethings.” The male / female percentages were 38% / 62% for WPC but a more balanced 48% / 52% for Nether Providence. See Exhibit D for additional details on this demographic information.

Former Members Survey:

A Committee member met with and discussed WPC with former members who had moved or otherwise changed churches. Their opinions of what constituted “Keys to Success” for a church included:

. Friendliness . Variety of worship services and activities . Sermons that relate to world and personal issues . Familiar music . Interesting youth group

Further detailed information on this subject is in Exhibit E.

Successful Church Models

Articles about successful churches that were adapting and growing in today’s difficult cultural environment were analyzed. In addition, one such church was visited. See Exhibit F for this information. Here is a summary of this research:

Church Visit – Blue Route Vineyard – Media PA

. People are greeted . Coffee bar and bagels . Praise band with lyrics projected. . A lot of young people and children in the congregation. . Recess period where people great each other. . There is a focus on visitors. . All dress informally. . Participation in small groups by members.

A Worthy Church Model (Article):

. This is a small church in Arizona. . 60% attend Sunday School as well as worship. . Strong bible literacy. . 2 hours are dedicated each Sunday. . Majority are young. . The service and music match the age of the attendance: contemporary. . Youth are very involved in music programs. . Outreach to children in the community: “get them” before they are adults and educate in a fun way.

The “Unchurched” Survey:

A survey was obtained of those that do not attend church (the “Unchurched”) which was a summary from two books on the subject (See Exhibit G). A summary of this survey is as follows:

. It was found that the Unchurched were generally more liberal and more open to new experiences than the Unchurched. . Very few (39%) believed the bible to be inerrant. . The things that the Unchurched liked least about their prior church experience were “hypocritical behavior” and “strict and inflexible beliefs.” . The most commonly cited reason for not attending church was “no time.”

. Beliefs of the Unchurched most commonly noted were that God helps those who help themselves, God created the world and doing good gets you into heaven (not belief in Christ). . The desired entry points into a church cited by this group were worship service (40%), followed by a community event (19%). . The majority of the Unchurched preferred not to be singled out in worship (76%), but instead sent a thank you note (78%) or greeted after the service (72%). . The preferred elements of the church that the Unchurched were looking for were:

o Sermons addressing real concerns (62%) o Children in church (56%) o A Participatory service (53%)

. Decision factors cited by the Unchurched were:

o How people loved each other (66%) o Sermon quality (65%) o How much the church helps the poor (60%) o Political and social involvement were not as significant as supposed (23%)

. Communication methods most commonly mentioned were:

o Invited by a friend (63%) o Invited by a pastor (50%) o Heard good things (48%)

KEY STRATEGIES:

Based on the Committee’s research and discussion, the following are those strategies we recommend in order to execute the strategic plan:

. Make worship more compelling. . Increase the engagement of members. . Create an accepting, welcoming and caring atmosphere. . Reach out and attract those unattached to a faith community.

Tactics for the implementation of these strategies will be determined by Session in conjunction with the input of the various councils, or by special task forces formed by Session. However, possible tactics to implement these strategies have also been identified by the Committee and are more fully described in Exhibit H.

OBJECTIVES: METRICS FOR THE KEY STRATEGIES

In order to measure our success in implementing the Key Strategies over the next 5 years, the following metrics (i.e. measurement methods) were chosen by the Committee:

Strategy: Create an Accepting, Welcoming and Caring Atmosphere:

Metrics:

. Better reflect the demographics of surrounding 2 mile area. . Increase percentile from 25% to 50% of those who answer “yes, strong, and growing” to question “Do you have a strong sense of belonging to this congregation?” . Establish a baseline to the question “Are we an accepting, welcoming, and caring congregation?” Then increase 50% from this baseline. . Create a baseline for each care group (birth/baptism/adoption, aging, inactive, active, visitor, new members, in crisis, transitions, youth) and increase “approach-response” by 50%.

Strategy: Increase Engagement of Members:

Metrics:

. Increase percentage of members engaged in more than one activity outside worship from 50% to 75%. . Increase average activity level to an average of 2 activities per member.

Strategy: Make Worship More Compelling:

Metrics:

. Increase average worship attendance each Sunday from 154 to 250. . From survey results, increase percentile of members who think we have meaningful worship from 11% to 51%.

Strategy: Reach Out and Attract Those Unattached to a Faith Community.

Metrics:

. Attract 20 unchurched members per year (out of a total of 40 new members). . Increase average number of visitors each Sunday from one to five.

IMPLEMENTATION PLAN AND PROPOSED TACTICS

The first step in the implementation is the approval of this plan by Session with any modifications required. The method of implementation and the proposed tactics to achieve the objectives embodied in this Strategic Plan will be decided by WPC’s Session and/or delegated to the councils or various committees specially formed for this purpose. In order to measure the success of the plan (or lack thereof), the objectives (or metrics) must be tracked over time. A proposed template for tracking the implementation and outcomes is attached as Exhibit I. The Committee proposes the following with regard to implementation:

. An “Implementation Committee” to be formed consisting of the Chairs of all Councils, the Pastors and the heads of the Board of Trustees and Deacons. . This committee will oversee the implementation of the Strategic Plan and track it’s progress. Delegation of some of the work to individuals and work groups may also be part of the implementation process. 8 Wallingford Presbyterian Church Strategic Plan for 2010 - 2015

. Follow-up and tracking is critically important if this Strategic Plan is to have any effect. Methods of measuring and tracking the outcomes need to be established.

CONCLUSION:

The need for change has been established by the research summarized in this Strategic Plan. WPC must be more open, inviting and its members more involved. We must capture the hearts, minds and souls of more people. We also need to grow in our faith and service. The church must meet the spiritual needs of this community while following the requirements of scripture. Bringing more of our neighbors to Christ along with serving their needs is our purpose here in Wallingford, and we need to find better ways to do this. The implementation of this Strategic Plan will hopefully allow us to be successful in this endeavor.

LIST OF EXHIBITS:

Exhibit A: WPC Trends and Concerns

Exhibit B: Visioning Exercise

Exhibit C: Strengths, Weaknesses, Opportunities, Strengths

Exhibit D: Demographics

Exhibit E: Former Members Survey

Exhibit F: Successful Church Models

Exhibit G: Unchurched Survey

Exhibit H: Possible Tactics

Exhibit I: Implementation Tracking Template