Christ the Servant Lutheran Church

Transcription

1 Christ the Servant Lutheran Church We grow, live and serve so that the world will know the story of Christ! October 12, 2018 Dear Members and Friends of Christ the Servant Lutheran Church, Please join me in thanking the Redevelopment & Renewal (R&R) Team for all their work and time put into this report. The team included: Debbie Erickson, Vinnie Berger, Mike Woehrle, Roger Gullickson, Jodie Intihar, Roberta Flood, Lori Moore, Taelynn Gittins, Sandy Hammerlind, Jim Mason and Pastor Chris Steubing. It wasn t just the R&R team, however, who participated in the creation of this report. It was all of us, everyone who participated in the Cottage Meetings, ELCA Congregational Vitality Study and many other activities that provided important information for making the recommendations in this report. Your church council has prayed over, provided input, reviewed and approved the contained Redevelopment and Renewal report. Please take time to review and pray over it. This is the plan to help revitalize our congregation and keep it strong for the next generation. It will be hard work, but as we listen to God in our hearts we will implement the recommendations and go from surviving to thriving. Thank you for your faith, hard work and prayers. Your brother in Christ, Rick Gittins, Council Secretary Christ the Servant Lutheran Church 3676 Centerville Road Vadnais Heights, MN office@cslcvh.org website: 1

2 CHRIST THE SERVANT LUTHERAN CHURCH REPORT and RECOMMENDATIONS REDEVELOPMENT & RENEWAL TEAM OCTOBER 11, 2018 INTRODUCTION: Early in 2017, Christ the Servant Lutheran Church (CSLC) committed to participate in the ELCA Mission Redevelopment process and in June called Pastor Chris Steubing as Mission Redeveloper. In August, 2017, the church council approved the redevelopment covenant and launched the Redevelopment & Renewal (R&R) Team. The members of the R&R Team are: Debbie Erickson, Vinnie Berger, Mike Woehrle, Roger Gullickson, Jodie Intihar, Roberta Flood, Lori Moore, Taelynn Gittins, Sandy Hammerlind, Jim Mason, and Pastor Chris Steubing. The covenant says, Redevelopment is first and foremost a spiritual process for individual members of CSLC as well as the congregation as a whole. It is re-rooting in the good news of Jesus Christ and getting God s dream for this ministry in focus. It is not a one-person project. It is God s project among us. It is not just about this congregation. It is about changing the world. As such, we all have choices to make and commitments to make in living out God s dream for us...christ the Servant Lutheran Church has committed itself to spiritual renewal, including intentional growth in worship attendance and financial support. Over the past year, the R&R Team educated itself about congregational renewal, researched the underlying purpose and aim of a church and congregation, engaged the congregation in a vitality survey, compiled demographic information regarding our congregation and the surrounding neighborhood, conducted cottage meetings with members of the congregation, and surveyed community members. This document is a compilation of the research and recommendations that have arisen from the past year of prayerful reflection by the R&R Team. Included are four sections: Section 1: Section 2: Section 3: Section 4: Foundations of the church s mission. Assessment of the congregation and the surrounding neighborhood. Analysis of Christ the Servant s trajectory. Recommendations for council and congregational action. It is the conviction of the R&R Team that CSLC is a congregation with many strengths for carrying out the mission of God entrusted to us. We are extremely hopeful about the future of our congregation and submit this report of our research and recommendations in the confidence that God, who began a good work among us will bring it to completion (Philippians 1:6). In Christ, Redevelopment & Renewal Team 2

3 SECTION 1: Foundations of the Church s Mission One of the primary tasks of the R&R Team was to anchor ourselves in a biblical and denominational perspective of the purpose and aim of the church. We did this by studying scripture together, praying, and reading articles on the topic. Through this study, we have identified several foundational components to the mission of the local church. The late motivational author Steven Covey wrote, You have to decide what your highest priorities are and have the courage pleasantly, smilingly, unapologetically, to say no to other things. And the way you do that is by having a bigger yes burning inside It s easy to say no when there s a deeper yes burning inside. 1 We are out to discover God s deeper yes in order to discover the deeper yes for CSLC. The prophet Micah summarizes God s deeper yes this way, He has told you, O mortal, what is good; and what does the LORD require of you but to do justice, and to love kindness, and to walk humbly with your God? Micah 6:8 Micah s words show us that God s deeper yes is all about people and God. It s all about relationships. Walking humbly has to do with our relationship with God. Loving mercy has to do with our relationship with those closest to us. And doing justice has to do with our relationship with a hurting world. God s deeper yes, God s mission, is all about relationships! When we look at the life of Jesus, we see God s mission in his relationships. First, Jesus Got UP! He walked humbly with God, spending time in prayer, one-on-one alone time with God. He spoke to God in intimate, familial terms, calling God Dad, Abba, Father! Jesus also Invited Others IN! Large crowds gathered around him, but out of the crowds he sought out close and deep relationships. Jesus chose twelve people to be closest to him. He shared life with them, he was compassionate, and merciful, and kind to them. He had a distinct In -ward dimension to his life. So, Jesus got Up, he invited others IN, and he also Reached OUT! Jesus walked among the crowds teaching, feeding, healing, comforting. He went out to people and ministered to them at their point of need and in doing so he helped people reconnect with God and their families and communities. Jesus reached out, he did justice! UP-IN-OUT, this three dimensional nature of Jesus relationships shows us what God has always intended for human beings, it shows God s deeper yes. God s mission is all about relationships: UP - relationship with God, IN - relationship with those closest to us, within Christian community, and OUT - relationship with the hurting world around us! Over this year, we have been using a resource called Five Practices of Fruitful Congregations. 2 These five practices represent crucial habits seen in thriving congregations. As we have studied these practices, we can see how they represent the ways a thriving Christian community lives out God s UP-IN-OUT mission. 1 Covey, S. R. (2004). The 7 habits of highly effective people: Restoring the character ethic ([Rev. ed.].). New York: Free Press. 2 Schnase, Robert (2007). Five Practices of Fruitful Congregations. Nashville: Abingdon Press. 3

4 THE FIVE PRACTICES + Radical Hospitality - Inviting people to get UP with God and come IN to Christian community + Passionate Worship Getting UP by gathering to experience God s presence in Jesus Christ + Intentional Faith Development Growing our love and trust for God and one another within Christian community + Risk-Taking Mission & Service - Sending people OUT to offer hope and love to a hurting world + Extravagant Generosity - Sharing with God (UP), one another (IN), and the world (OUT) from hearts of gratitude SECTION 2: Assessment of the congregation and surrounding neighborhood. 1. GETTING TO KNOW OUR SURROUNDING COMMUNITY: Using MissionInsite, a demographic data tool provided by the St. Paul Area Synod, we researched and sought insights about our surrounding community, that part of the world into which our faith community is being sent. 3 The study area includes the city of Vadnais Heights and a northern portion of Little Canada as seen in the map below. SERVICE AREA (our surrounding neighborhood) TRENDS In the next 10 years the number of community members of retirement age will increase significantly, so that by 2028 people over age 65 will be the largest age group

5 Numbers of the general population, young families with school aged children, Millenial and GenX generational categories have all increased steadily over the past decade and are projected to continue so, while at the same time overall church membership and attendance has decreased steadily. Similar to the U.S. and Minnesota as a whole, participation in Lutheran and other historic mainline denominations is steadily decreasing. Similar to MN state as a whole, of the households with children under 18, married couple households are decreasing as a percentage while single parent households are increasing. Single parent families make up 32% of households with children in the service area. Racial/ethnic makeup remains 80% white, with the largest racial minority group being Asian. Hmong is the largest ethnic minority group accounting for about 6% of the population in the service area or 946 persons. Income disparity is significant between racial/ethnic groups with the highest being white households average income at $88,635 and the lowest African-American households average income at $54,499. Family households speaking a first language other than English is increasing which is evident in our neighborhood school across the street from our building where there is a demonstrated need for tutoring in English. Understanding these and other significant dynamics about our surrounding community are important to discerning and clarifying God s mission and vision for Christ the Servant. We strongly recommend further exploration of the racial and ethnic, socioeconomic, and generational diversity within our service area as we consider ways to focus our mission. (See Appendix A: Demographic Study Charts for more information) COMMUNITY MEMBER INTERVIEWS Conversations with Vadnais Heights area community members asked five questions and brought the following responses: What do you like about our community? Know neighbors well, close relationships Good things for seniors Lions do a ton backbone for Vadnais Good community Involvement Fire Dept Businesses close by but not impinging on small town feel Schools are great; lots of kids Quiet, clean, Diamond in the Rough What are the strengths or assets you see in the community? Lack of crime Meals on Wheels Elected officials are approachable Close to everything easy to get around Fire Dept Close to hospitals; medical What are the needs or concerns you have about our community? Transportation for seniors Low-income and affordable housing a need Community paying higher interest rate due to some actions of city Parks Berwood and Pioneer Park How do these needs or concerns affect you personally? Need roads fixed Nothing for kids to do How could we as a church offer support or participate in the community given these strengths and needs? Participate in senior activities (like cards) 5

6 You welcome people already Funds for outreach donations Help the Lions with their activities and programs food shelf, donate time Help people in the community who need repair and maintenance assistance Be a neighbor Help the school right across the street 2. GETTING TO KNOW OUR CONGREGATION CONGREGATION TRENDS (see Appendix B: Congregational Trend Data for more information) 4 Membership has been steadily decreasing: Over 50% between 2007 and 2017 from 591 to 283. Worship Attendance has been decreasing: o 38% between 2007 and 2014 with a gradual increase since. During years of transition and conflict ( ), general congregational giving has remained steady (around $160,000) with a correlating increase in mission support from $1,500 to $6,450. Programs and ministry activities have remained steady throughout the period revealing an increased responsibility on those who have continued to serve and give. This dynamic can be seen from a financial perspective in the percentage of giving per confirmed member over the same period of time having increased by 72%. Our congregation is not racially diverse: 99% white The average age of regular worship attenders (those who have attended worship or given financially at least once in the previous year) is 54 years. KEY LEARNINGS FROM CONGREGATION TRENDS Fewer people are carrying a heavier load of coordinating and volunteering for programs and ministry activities, serving in leadership roles, and giving financially creating a focus on surviving as an organization rather than thriving and growing. Our congregation remains racially homogenous with over 99% white members while our surrounding community has increased in diversity over the same period. While the average age of community members is 42 years, the average age of regular participants in worship (at least once in the last year) at Christ the Servant is 54. FEEDBACK FROM CONGREGATION MEMBERS A congregational vitality survey was conducted in February We discovered the following key insights with 72 members participating (see Appendix C: Congregational Vitality Survey Graphics for more information): KEY LEARNINGS FROM VITALITY SURVEY The majority of participants see our congregation as a close-knit community that cares for members in times of need. We self-identify as having relationships as a strength and yet struggle to maintain health and harmony, incorporate new people into congregational life, and seek out and use people s gifts. 4 Congregational Trend Report (2018). Christ the Servant Lutheran Church. ELCA Research and Evaluation. 6

7 A significant percentage of participants noted a dissatisfaction with the number of people and financial resources to do ministry while also acknowledging a need to learn and grow in inviting others to worship and congregational life. 64 members attended 7 different cottage meetings with responses gathered around several key questions: What do you value about Christ the Servant? What concerns do you have about Christ the Servant? What are our congregation s weaknesses? What are our congregation s strengths? KEY LEARNINGS FROM COTTAGE MEETINGS There are clear and distinct differences between preferences for programs, worship style, and communication between the generations. Emotional angst and hurt from past tension and conflict continues to affect our congregational life and relationships in significant ways. Greater attention to the perspectives and needs of the membership through intentional listening by congregational leaders is desired. Some of our strengths include: strong relationships with those who have remained regularly active in congregational life. we are a small church so people do not get lost in the crowd and everyone can be involved. mission activity in our community. There is a recognition that the majority of regularly active members are elders and the congregation needs to emphasize ministry and outreach for children, youth, young adults and their families. Those who take on leadership roles in ministry tend to be expected to serve forever and often experience burn out. Section 3: Assessment of CSLC s Trajectory. 1. POSITIVE ELEMENTS OF CSLC S CURRENT TRAJECTORY: Perseverance through times of hardship evident in consistency of financial giving and programs during periods of significant decline in membership and worship attendance. Clear desire to see the church grow and thrive. Sense of closeness and care among those consistently active in congregational life. Commitment to connect and engage with surrounding community evident in an abundance of service oriented ministries and congregation members involved in community organizations. Community members and groups consistently seek out the congregation for use of the building and inviting church participation. 2. UNACCEPTABLE ELEMENTS OF CSLC S CURRENT TRAJECTORY: Absence of a clear plan and path for integrating newcomers into the life of the church and for following up with long time members who have become inactive. A decade of declining membership and worship attendance without adapting our mission strategy to better match the needs of our context. Not having all generations represented fully in worship and congregational life. Perspective among the congregation that renewal will succeed based on the personality of the pastor rather than the spirituality of the people. Trend of increasing reliance on a few, highly committed individuals for carrying the burden of program leadership and financial giving leading to burnout and congregational anxiety. 7

8 THE CONGREGATIONAL LIFE CYCLE While the strengths of our congregation and its heritage of ministry abound, the current trajectory, or momentum, is headed in the direction of continued decline in membership and burnout of leaders. If we were to continue down this path, it would lead to increased difficulty in funding the mission of this congregation and decreased relevancy within the local neighborhood which could, if left unaddressed, lead to closure (see image to the left of the congregational life cycle). 5 It is clear that the members of CSLC do not want this to happen. We thus affirm that 1) a trajectory of decline is unacceptable and 2) we are in urgent need of developing a mission renewal strategy. Section 4: Recommendations for Council and Congregational Action. In the book, Pathway to Renewal, three phases of congregational renewal are defined in such a way that focus each year of our three year redevelopment journey: 1) Developing Readiness: preparing the leaders to lead the congregation in a new direction. 2) Surfacing a compelling congregational vision that will guide decision making. 3) Developing and implementing strategies that move the congregation toward the envisioned future. After researching the biblical and historical foundations of the church s mission, assessing data of our congregation and surrounding community, analyzing our congregation s current trajectory, and presenting this report, the R&R Team has completed its work in leading CSLC through phase one of this three-phase redevelopment journey. We believe that for our congregation s renewal priorities to become established and grow, the primary role of their oversight and implementation must be integrated into the work of our called and elected leaders serving on the church council. We recommend, therefore, that 1. The church council take on the task of oversight and implementation of redevelopment priorities by approving a set of goals and action items for our upcoming year of ministry. These goals listed below are to be delegated to teams, called Practice Teams, that were formed over the past year for each of the Five Practices. We recommend that progress on these goals be reviewed regularly and reported at church council meetings. 2. The R&R Team end its formal service as a group while members of the team who wish to do so be encouraged to continue serving on the Practice Teams. We trust that the wisdom gained through the team s work will benefit the renewal process through the ongoing work of the Practice Teams. 3. The church council recruit and commission a VISION TASK FORCE representing multiple generations of our church body to partner with our Pastor/Redeveloper in order to lead, involve, and engage CSLC through a process of evaluating and redeveloping our mission, vision, and values over a period of the upcoming 6-9 months. We recommend that the task force include 2-3 members 5 Harrison, Neil. Redevelopment Ministry: Congregational Vitality in the ELCA. Redeveloper Training Presentation, Winter

9 from the R&R Team along with 2-3 others, not to exceed 6 people, with particular consideration for those who possess gifts of strategic thinking, spiritual discernment, and communication. It is the hope of the R&R Team that these recommendations will provide the structure and focus for our congregation s leaders to begin Phase 2 on the pathway to renewal - surfacing a compelling congregational vision that will guide decision making. I. GOALS BASED ON THE FIVE PRACTICES & GOD S UP-IN-OUT MISSION RADICAL HOSPITALITY Inviting People to Get UP with God and Come IN to Christian Community 1. Create a culture of hospitality in the congregation. a. Provide training in welcoming conversation for the congregation and those in volunteer positions (ushers, coffee servers etc.) b. Staff the Welcome Desk and create a hospitality plan for Sunday mornings. c. Form a plan for our facility to create a welcoming physical space for our congregation and newcomers and submit to the council for discernment. d. Equip members to invite people to worship and congregational life and integrate intentional invitation into existing ministries. 2. Develop a communication strategy to better include all generations in our congregational life, follow up with guests, and reach out to our community. a. Carry out an inventory of our membership database and establish practices for following up with newcomers, homebound members, and inactive members. b. Partner with other teams and leaders to strengthen our use of digital and social media communication and marketing. PASSIONATE WORSHIP Getting UP by Gathering to Experience God s Presence in Jesus Christ 1. Create an environment that encourages all who gather for worship to actively participate and share their gifts. a. Provide ways to intentionally welcome children, youth, young adults and their families to worship through alternate worship times and styles. b. Invite and train worship volunteers. c. Have worship team members visit other congregations and participate in learning about passionate worship. 2. Strengthen the effectiveness of our worship space, equipment, and technology. a. Evaluate and prioritize upgrades to the sound system, multimedia, and lighting. b. Create and maintain a clean, welcoming atmosphere for all. c. Evaluate roles and expectations for volunteers and provide technical training as needed. 3. Integrate worship into congregational ministry and everyday life through spiritual disciplines. a. Provide devotional opportunities to align with worship series for small groups and the home. b. Encourage and provide resources for ministry teams and leaders to pray, read scripture, and worship as part of their meetings. INTENTIONAL FAITH DEVELOPMENT Growing Our Love and Trust for God and One Another WithIN Christian Community 1. Develop a comprehensive ministry plan for passing on faith in Jesus Christ to children, youth, young adults and their families. a. Engage leaders in learning and discernment around best practices for children, youth, and family ministry. 9

10 b. Develop strategies for reaching out to age groups underserved by our current programs including children ages 0-3, high school students, and post-high school young adults. c. Submit training recommendations and ministry plans to the council for discernment. 2. Develop and offer a variety of experiences to encourage adults to participate in faith development. a. Engage adults in exploring their spiritual hunger through bible study, learning excursions, intergenerational events, and continuing education for leaders. b. Explore ways to encourage adults to integrate faith development into their daily lives. RISK-TAKING MISSION & SERVICE Sending People OUT to Offer Hope and Love to a Hurting World 1. Build a discipleship culture in our congregation which integrates the Five Practices throughout the church s ministry and members daily lives. a. Evaluate our current mission and service activities and programs to consider their purpose and relationship to the Five Practices. b. Support Pastor Chris Steubing in starting a pilot huddle of leaders who will practice and learn the language and lifestyle of discipleship. c. Explore local and global mission partnerships, trips, and events that provide opportunities for our church to experience risk-taking mission & service. 2. Develop a leadership pipeline that equips members to be sent out as ministers within church and everyday life. a. Encourage current leaders to invite new leaders to join them as partners and/or apprentices. b. Practice collaborative team ministry by consolidating and organizing our current committees and programs into ministry teams focused on the Five Practices. c. Provide support and resources for ministry teams and leaders for use in inviting and training people to serve in their area of passion and giftedness. EXTRAVAGANT GENEROSITY Sharing with God (UP), One Another (IN), and the World (OUT) from Hearts of Gratitude 1. Educate and develop leaders who exemplify complete stewardship of time, talents, and treasures as disciples in the ministry of Christ. a. Work with the council to define the organizational leadership structure of the pastor, council, and practice teams. b. Create a flow chart to organize ministry teams and leaders based on the Five Practices. c. Identify and research a variety of training programs for use by ministry leaders. d. Invite all members to grow in their practice of stewardship. 2. Create a financial plan to update our building, grounds, and various technological infrastructures. a. Work closely with the other four faith practices to identify the complete and accurate cost estimates for implementing their practice goals. b. Identify funding options for implementing recommended improvements. 10

11 Appendix A: Demographic Study Graphics service area report results 11

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13 Appendix B: Congregational Trend Data ELCA Research and Evaluation 13

14 Appendix C: Congregational Vitality Survey Graphics ELCA CONGREGATIONAL VITALITY PROJECT FEBRUARY 2018 Feedback from the survey shows the majority of participants see our congregation as a close-knit community that cares for members in times of need. We self-identify as having relationships as a strength and yet struggle to maintain health and harmony, incorporate new people into congregational life, and seek out use people s gifts. 14

15 A significant percentage of participants noted a dissatisfaction with the number of people and financial resources to do ministry while also acknowledging a need to learn and grow in inviting others to worship and congregational life. 15

16 Responses from Vitality Survey Sense of God s Presence: Our Score = 29.2% Research suggests that transformation is possible when at least 20% of participants experience God as present and active. This score represents the percentage of all respondents who gave the strongest ratings possible for God's active presence in the congregation. Spiritual renewal is a critical first step in congregational renewal and vitality. Sense of Mission: Our Score = 4.2 (out of 5) This field summarizes the congregation's sense of mission. Ideally this number will be near 4.5. People in your congregation should be very clear about God's call. Relationships: Our Score = 56% This field shows the percent of respondents who describe a healthy social climate (harmony or respectful disagreements). Ideally this number will be over 80%, but that is not always realistic. When congregation's work toward vitality, it tends to rock the boat and some people struggle. If this number falls below 80% it may be helpful to talk about how you can better engage disagreements more inclusively and respectfully. Leadership: Our Score = 35% Vital, sustainable congregations most often have leadership that inspires others to action. Ideally this number will be over 50%. What kind of leadership does your congregation perceive? If most respondents do not say it is inspiring others to action, consider how to more intentionally engage people in pursuing their spiritual passions. 16