Davidson College Presbyterian Church Mission Study Report 2011 Executive Summary Introduction The Planning Committee was charged by the Session to develop a long-range strategic plan for the church. In support of that effort and to assist the Associate Pastor Nominating Committee search process, the Session approved a mission study project to gather information on member perception of the various ministries, programs and activities of the church, and the qualities they are seeking in two associate pastors. Consultant, Dr. Ed Brenegar, was hired to facilitate the mission study process. The process consisted of focus groups that met in December, and a congregation-wide survey conducted during January and February. Ten focus groups were held consisting of two atlarge groups with 64 members participating, and eight groups with an average attendance of 18-20 participants per group (Westminster Fellowship, Youth, two "Village Elders" groups, families with young children, families with middle/high school age children, Empty Nesters group, and new members). A total of 378 people answered an online survey of 29 questions, which were a mixture of demographic information, ranking, and open-ended comment. Responses from the focus groups and through the survey were wide-ranging and passionate. Some responses were highly critical, others positive, hopeful and supportive. There is no one perspective that characterizes all the responses, yet the most negative of these responses were such that they required the committee to reflect deeply upon what the survey responses were indicating. In addition to the material developed through the focus group and survey process, the committee utilized the statistical record of the church dating back to the mid-1990s to identify long-term trends in rates of membership, participation and contribution. The committee consulted the 2007 Mission Study Report, especially in consideration of the recommendations to be made in this report. While Davidson College Presbyterian Church is a congregation in transition, it is a church of great strengths and talents. However, it is a church that needs strong leadership, a clear vision for mission, and members who are involved, committed and engaged with that mission. With priorities set on improving leadership performance, increasing worship attendance and strengthening the stewardship program, and in anticipation of two new associate ministers joining the church in the near future, there is much work to do. With God s guidance and strength, we will see Davidson College Presbyterian Church emerging from this period of transition with renewed hope and enthusiasm for the call of Christ in this place and for this time. 1
Transition and Change The materials the committee used in its process indicate that Davidson College Presbyterian Church is in the midst of a transition as a congregation. A church is considered in a transition phase when rates of membership growth, worship attendance and stewardship participation are either flat or in decline. Membership growth has been flat and worship attendance has been declining the past few years. As this report will show, there is a long-term discrepancy between membership growth and worship attendance. It will also show that fewer members are making an annual stewardship pledge. The survey responses raised many questions about the future of DCPC. Some of these questions are: What is the church s mission now, and how does that mission provide a unifying vision of the church s life and ministry? What is the church s mission between Davidson, the college and Davidson, the community? How can we make worship more meaningful for members to enrich their lives and boost worship attendance? Why are not more members making a commitment to the church through a stewardship pledge? What should be the impact of Christian education programs upon the membership? The survey process focused on a broad range of areas for congregation input. It did not focus on pastoral leadership or the work of the Session. Yet, the most challenging criticisms were specifically directed toward the pastor and/or church leadership. It is clear that many people are deeply concerned about the direction of the church. ASSESSMENT Davidson College Presbyterian Church has had a long history of strength and service to the Presbyterian Church USA and the Davidson community. The 2007 Mission Study stated that DCPC was a healthy, functioning church. In contrast to 2007, the issues we found in 2007 have not been fully addressed, new issues have arisen, existing issues have been exacerbated, and DCPC is not functioning as effectively as we would wish. (The recommendations from the 2007 Mission Study Report are attached.) While attention was given to improving communication and new member assimilation, the other recommendations from the 2007 report remain areas that need immediate attention. We cannot ignore that the world has changed dramatically since 2007. DCPC is still a church with a strong and talented congregation ready to serve God. Some who responded to the survey believe that the church is stagnating and showing signs of decline due to a lack of leadership and worship that fails to inspire and provide adequate spiritual nourishment. 2
Others do find inspiration and joy in the worship experience. The Planning Committee recognizes that dissonance, among others, and realizes that the church needs to be guided by a strong mission vision that unites us despite our differences, as described by Kennon Callahan in Twelve Keys to an Effective Church. Callahan writes that the most effective churches are those who bring together members into a family with shared values, grace, community, and hope. DCPC s past is a record of faithful service that provides a foundation of perspective and motivation for addressing the challenges that confront the church today. DCPC is in transition from what it once was to what it will be in the future. What the future holds is unclear. What is clear is that there are three principal areas that must be addressed as outlined below. The Planning Committee recommends action be carried out by the Session and at the committee-level to re-energize and redirect DCPC to reach its potential. Leadership The overarching need is for leadership by the pastor and her staff in collaboration with the Session and Diaconate. This need for leadership is identified in many different ways. For some, it is a lack of a clear sense of vision or mission that unites members and the church s programs and ministries in a commonly understood, shared life together. For others, it is a need for energy and enthusiasm expressed in a strong commitment to some direction as a congregation. Some are looking for leadership in the pulpit that inspires and elevates the congregation to faith and action. It is also clear that the current functioning of the Session causes it to focus on the more tactical considerations of committee work. The Session needs to lead as a spiritual body, which means that its focus is more strategic and future-oriented than limited to the day-today work of committees. Based on survey responses, the church now appears to be a community center where a collection of different groups and mission objectives happen to share a common social and organizational space together. Leadership is needed to help define the core purpose of the church whose mission unifies the congregation. In effect, DCPC needs to answer the question, Who is God calling us to be as a congregation? and What is the mission that God calls us to discover and pursue as a congregation? Worship Right now, the greatest need is to address the place of worship in the life of DCPC. The decline in attendance cannot be ignored or easily explained away. Worship is the core distinctive asset of every church. It is where the whole congregation gathers in faith to celebrate the Good News of God s love in Jesus Christ. As of 2010, worship attendance represented only 33% of the membership. Each aspect of the worship ministry identified in 3
the survey sermon, liturgy, music, diversity of styles of worship and diversity of time and place of worship should be considered for how to improve the worship experience. Stewardship The stewardship program is one of the ways to unify the congregation around a common mission. When the congregation understands stewardship only as the way officers raise the budget, then it loses its unifying function. Stewardship is not one program among many, but rather a program that is the core value of every program. The participation and contributions of members through the various ministries of the church are stewardship contributions. When participation and contributions through leadership and service are made, a basis for financial giving is validated. Therefore, the stewardship program should work closely with those leaders engaged with members to make stewardship a year-round program of congregation engagement for participation and contributions. The more members are involved, the more they own the welfare of the church and will give above and beyond what they would traditionally give. PLANNING COMMITTEE RECOMMENDATIONS It is clear from the focus groups, survey responses, and statistical analysis that DCPC is in the midst of a transition period. It is not clear where this process is leading. The Session and Pastor need to address five significant questions that have been raised by this process. 1. How can we strengthen and support the leadership of the church? 2. How do we make worship more relevant and robust for a diverse congregation? 3. What is the vision for DCPC that can unite its people and programs around its mission as a community of faith? 4. How can stewardship develop as a whole church program of contribution to the ministry and support of DCPC? 5. As the church advances through this time of transition, how should the Session redefine its role as the spiritual leader of the congregation by learning new ways of leading, decision-making and communicating for the future? The Planning Committee recommends that this report be received as information and the following actions be adopted for implementation. A summary report be prepared and shared with the congregation by May 29. 4
The Planning Committee will share more detailed reports and comments with the appropriate program committees by June 30, and the committees of the church will be directed to develop action plans in response to the report and to relevant sections of the survey, in coordination with the Planning Committee by August 7. The Session will schedule an Officers Retreat for late August to address the Mission Study report and the action plans from the committees. Following the Officers Retreat, the Planning Committee will take the results and information to develop a long-term strategic plan for DCPC that will be completed by October 31, 2010. Respectfully submitted, Planning Committee Davidson College Presbyterian Church 5
Addendum 2007 Mission Study Recommendations: Following the death of Dr. Allen Brindisi in 2006, Davidson College Presbyterian Church conducted a similar mission study process. The study identified a range of areas that needed to be addressed prior to the call of a new pastor. The report s recommendations were: 1. Strengthen new member assimilation. 2. Enhance the Stewardship program and especially the pledge process by providing new opportunities and ways for members to contribute. 3. Begin a process of discussion about the future of worship at DCPC. 4. Establish a variety of ways for the membership to interact to facilitate greater communication between DCPC and the congregation. 5. Conduct additional research to answer questions that are not addressed by this project. There are many remaining questions that the limited scope of this project did not address. They are as follows: Facilities Regional growth Mission and Outreach 6