Thy Will Be Done. The Centenary 2020 Strategic Planning Process

Transcription

1 The Centenary 2020 Strategic Planning Process

2 Mission Statement: The mission of Centenary is to be the central urban congregation of the United Methodist Church in Richmond, Virginia; worshipping a living God, exemplifying the life and teaching of Jesus Christ through our fellowship and ministry and inviting all people to a personal Christian experience. Reconciling Statement Centenary United Methodist Church is a Reconciling Congregation extending hospitality and encouraging full participation of all, regardless of age, race, national origin, gender, gender identity, sexual orientation, marital status, educational or economic background and physical or mental ability.

3 Vision Statement is still needed: Vision Statement What we want to become in the next 4-5 years Goals and Objectives Defining what we specifically want to accomplish and by when. Strategies Defining the actions or activities that will be needed to accomplish the goals and determining responsibility.

4 There are four areas of ministry focus for the United Methodist Church universally. Engaging in Ministry with the Poor Improving Global Health Developing Principled Christian Leaders Creating New and Renewed Congregations The Expectation that all United Methodist Churches develop a strategic plan. Our Strategic Plan will be presented to the district superintendent at the November Charge Conference. The general theme of all plans will be:.

5 Strategic 2020 Planning Committee Members Reid Ashe Jan Nelson Pam Baskerville Earl Siddons Matt Bates Sonja Smith Florence Clay Bishop Joe Speidel Dan Corcoran Phyllis Stump Kim Golden Mary E. Vetrovec Jim Hill Luke Wolfe

6 Appreciation and acknowledgement of previous planning processes and plans. Vision for Ministry 2000 Committee Vision Task Force 2003 Adult Forum July 2012 Richmond Hill Planning Day August 2013

7 Monthly meetings were held to discuss these focus areas: Church Mission and Mission Activities The Endowment and Church Financing Membership Development and Church Communications Worship Services, Music Ministry and Christian Education Church Staffing, Lay Leadership and Leadership Structure Our Church Building

8 CUMC s Realities We are now considered a small church. Our staff structure and personnel budget was developed when we were considered a mid-size to large sized church. There continues to be a widening gap between the requirements of the annual budget and the amount contributed by church members. (initially stated in the August 2012 Strategic Plan, still holds true today) There is a lack of consensus among church members about the vision for CUMC. There is a lack of consensus among church members about the need for significant changes. There is a core group of church members who are willing to be involved in church leadership roles. There is a concern about burning some people out, and it can be challenging to recruit church members for important church activities and responsibilities.

9 The changing demographics of downtown Richmond will be a significant variable in membership growth. Young professional adults, students, and empty-nesters moving into the fan may be the most feasible target group. It will continue to be a challenge to recruit new families with children. There is a concern that any significant changes may result in some church members leaving the church. Being a reconciling church could present unique opportunities for CUMC. Consistent follow-through by the Administrative Council on a final planning document will be essential.

10 THE ENDOWMENT - A 15 YEAR PERSPECTIVE $3,161,400 $2,692,300 $1,792,350 $1,534,

11 THE ENDOWMENT - PERCENTAGE OF THE ANNUAL BUDGET $189,140 $132,000 $127,771 $104,000 28% 21% 32% 23%

12 How the endowment has been used. Funds to supplement the annual operations budget Installation of the new HVAC system Partial assistance for the organ refurbishment Re-surfacing of the parking lot Installation of new boilers The Director of Membership Development position. Installation of the new security camera system

13 Membership Decline over the past 40 years Chart Title 1,400 1,200. 1, Series 1 Column2 Column1

14 Weekly average attendance decline over the past 40 years 450 Chart Title Column1 Column2 Column3

15 CUMC Opportunities The changing demographics of downtown Richmond could provide many exciting opportunities for both urban mission work and membership growth. We already identify as a Reconciling Church and do not have to engage in the difficult decision making process facing many United Methodist Churches. Our church is blessed to have a significant endowment that continues to be one of our important assets. Our church building will continue to be a vital community resource. There are opportunities to expand our urban mission activities by partnering with PACE UMC, DCM, Union Theological Seminary, VCU/SSW and others.

16 Church Mission and Outreach Opportunities Partnerships with DCM churches, VCU/SSW and Union Theological Seminary could be strengthened by the development of a student social outreach program Re-establishment of a formal partnership with PACE Methodist Church at VCU would offer new opportunities for student, faculty and staff engagement. Utilizing our new kitchen to its fullest potential would enhance our urban mission work. The development of formal connections with other downtown nonprofits would enrich our missions and outreach. Developing new and time-limited opportunities for young adults to become engaged in social justice and social ministry programs would foster possible long term commitments to Centenary.

17 The Endowment and Church Financing The development of fiscal guidelines would assist the Finance Committee to develop an annual operations budget that will enable CUMC to achieve its strategic goals. Funding will be needed to implement new strategies for membership growth Electronic giving options need to be promoted and new methods explored. (kiosks) Foundation grant opportunities need to be explored if they are compatible with mission activities. Specialized educational programs about trusts and wills might encourage/motivate some members to put CUMC in their wills.

18 Membership Development and Communications Expanded outreach may attract empty-nesters from the fan, museum area and other areas of metro Richmond. Strategies designed for young professionals who live in the immediate area would help to nurture their involvement in the life of the church. Opportunities for them to develop relationships with peers and urban mission work should be a focus. Consideration needs to be given to a time slot for worship that would be attractive to young adults. Entrances to the church should to be modified to better inform visitors of mission and outreach activities and opportunities

19 Worship Services, Music Ministry and Christian Education Ways to enhance worship opportunities during Pentecost need to be explored. Explore ways to diversify in the kind of music that is performed at the 11:00 service. Consider a summertime or 5 th Sunday choir composed of members of the church who would enjoy singing in the choir. Offer Christian education programs at locations other than the church building. Small group formations at off-site locations.

20 Staff and Lay Leadership The administrative council could be stream-lined so that it can become more effective and efficient. A nonprofit board of directors model should be considered. All of the current staff positions should be re-evaluated to best position the church to achieve it strategic goals. Internship opportunities should be explored with VCU/SSW and UTS to recruit students that could help CUMC to achieve its missions aspirations.

21 Our Church Building The rooms on the third floor used to be offered to nonprofit organizations that supported our mission. We should actively market this unused space to nonprofit groups who need space and their work supports our mission efforts. All the public areas could benefit from a set of fresh eyes to make the areas more inviting, informing, and better able to tell our story of being a place of urban mission and worship. There may be opportunities to market the sanctuary, chapel, parlor and fellowship hall for anyone looking to get married in a church, but are not a member of CUMC. This would produce revenue and be another opportunity for public exposure to our church. There may be an opportunity to market our nursery area to an established day care provider looking for space in downtown Richmond. The front and rear of the church could project new life and energy and become more inviting to people on the street. There may be ways to expand upon how our church is used by and for the arts community.

22 The Plan Development Process This same presentation was given to the Administrative Council in September. This is the first of 3 Sunday meetings to initiate discussions with all members of CUMC. On Sunday, October 23 rd there will be a presentation on our churches finances. On Sunday, October 30 th there will be a discussion regarding the development of a Vision Statement Where would we like to see our church in the next five years. Off site meetings will also be scheduled. Dates, times and locations have yet to be determined.

23 The Plan Development Process Continued The process of developing specific goals and objectives will be done by either existing committees or ad hoc subcommittees. The District Superintendent will be here for a Charge Conference scheduled in November to learn about our planning efforts and the process we have initiated. Existing committees or ad hoc subcommittees will continue to work in November and December to develop specific goals, objectives and strategies. The Administrative Council will review and approve the final planning document in early 2017.

24 I am always available to privately discuss your thoughts, ideas, concerns about this planning initiative or the document we are creating. We want to final document to be something we are all excited about and invested in accomplishing. Here is my contact information: Joe Speidel home phone work phone