St. Andrew s Episcopal Church

St. Andrew s Episcopal Church Wellesley, Massachusetts Strategic Plan 2017 2022

St. Andrew s Strategic Plan 2017 2022 Contents Executive Summary... 1 Background and Purpose Why plan? And why now?.... 7 What is our approach to strategic planning?.... 7 How did the vestry go about this task?... 7 1) Mission, Vision, and Values Statements.... 7 2) 2015 Parish Survey.... 8 3) Reflection on the Survey and Other Input.... 8 4) Our Findings Vis-à-vis the Diocesan Strategic Plan and the Wider Episcopal Church Survey... 8 5) Next Steps in the Planning Process.... 9 Deepening Our Faith: Worship and Faith Formation Worship and Music.... 10 Faith Formation: Adult and College.... 11 Faith Formation: Children and Youth.... 12 Sharing Our Faith: Membership, Fellowship, Volunteering, and Communications Membership... 13 Fellowship.... 14 Volunteering.... 15 Communications... 16 Faith in Action: Outreach and Inreach Outreach... 17 Inreach/Pastoral Care.... 18 Sustaining the Vision: Stewardship of the Parish s Financial, Physical and Human Resources Stewardship Committee.... 19 Finance Committee... 20 Physical Resources.... 20 Human Resources... 21 Conclusion.... 21

Executive Summary It has been almost ten years since the last strategic plan was developed in 2007. This plan was the culmination of two years of hard work, including an extensive parish-wide survey in 2005. The survey results and subsequent plan led to improvements to both our worship experience and parish life. In 2015, with the new clergy team on board, the timing was right to start the process once more, assessing where we are today and determining where we want to be in the next five years. At the annual retreat in February 2015, the vestry initiated the strategic planning process. The objectives of the strategic planning process were: 1) To identify strengths, weaknesses, and opportunities in the parish; and 2) To set out a strategic vision to provide guidance to the staff and ministries of the parish for the next five years. The strategic plan has drawn on a range of inputs: 2015 parish survey with over 270 responses. Vestry retreats held in February 2015 and March 2016. Development of new mission, vision, and values statements for the parish. Substantial vestry and ministry input and feedback. Input from the new clergy team. Recent diocesan strategic plan and national Episcopal Church survey. Priorities for the Parish The overarching goal of the strategic plan is to attract new members to St. Andrew s and to meet the spiritual needs of our existing congregation. Attracting new members and deepening the spiritual lives of existing parishioners are deeply intertwined. Research shows that the number one reason that most people who become members first visit their church is because existing members share their enthusiasm by word of mouth and invite people to their church. This happens when existing parishioners are experiencing a deepening of their own faith and are excited about their church. Our goal is that the implementation of this plan will result in the further enriching of our parish, so that our existing members will naturally invite others to experience it. In addition to this, the clergy and vestry will be seeking new ways to raise the profile of St. Andrew s in the wider community. Executive Summary Strategic Plan 2017 2022 1

Reflection on the results of the parish survey, the subsequent discussions of the vestry and clergy, and input from the diocesan strategic plan and national Episcopal Church survey have resulted in the identification of the following as the highest priorities for the parish strategic plan: Attracting and welcoming new members. Maintaining existing clergy and staff levels. Retaining empty-nesters. Strengthening programs for teenagers. Increasing meaningful adult formation opportunities. Adding an informal worship service. Providing a greater variety of fellowship events. Increasing outreach opportunities for all ages. In addition to these highest priorities, the surveys and discussions identified other areas of focus and initiatives for the different ministries of the parish. We have placed the various ministries into four groups and developed our action plan around these groups. Deepening Our Faith: Worship and Faith Formation (Adult, College, Youth, and Children) Worship & Music: Worship services and the music program were both identified among the most important reasons for membership by parishioners in the survey. Recent changes: Establishment of a music committee to explore different types of music and broaden participation; introduction of a third communion station; addition of new acolyte role to increase the number of youth who are eligible to serve as acolytes; initial steps to reduce the length of the 10am Sunday service to no more than 70 minutes. Next steps: Offer monthly contemporary, intergenerational Sunday evening service; develop more opportunities for involvement of children and youth at 10am Sunday service; increase involvement of junior choir at 10am Sunday service. Adult Learning and Formation: Our most recent national Episcopal Church survey confirms that vibrant adult Christian education is one of the dominant identifiers of vibrant, growing churches. St. Andrew s agrees; we are expanding and refining our ministry. Recent changes: Creation of an Adult Formation Committee in 2015; popular, unique prayer-centered services (e.g., Taizé, Blue Christmas) offered four times 2 St. Andrew s Episcopal Church

a year; new Faith and Practice series to explore topics that deepen our own spiritual practice and help us live out our Christian faith; significant attendance increase in our 9am Christian Learning Series program. Next steps: Expanding retreats, field trips, and other programming that will generate excitement and new learning; offering a pilgrimage, potentially to Rome or Ireland, in 2018; small group programs during Lent. College: St. Andrew s has a long, but uneven history with the students, faculty, and staff of Wellesley College and other institutions in Wellesley. As part of our 2014 vestry retreat, it was determined that we should endeavor to engage with our college neighbors in a more structured manner. Recent changes: With the arrival of our adult and youth formation ministers, regularly scheduled programs, meals, and outings have been engaged by 30 Wellesley College women. Next steps: Continue to engage students with weekly newsletters; support students as spiritual leaders and church volunteers; offer a rich combination of retreats, special trips, and brunches; provide continued pastoral support and coffee date ministry. Church School and Youth Programs: Christian formation for children and youth was rated very important by survey respondents. Recent changes: Adoption of Weaving God s Promises curriculum for grades K-5; overhaul of children s music program to best serve different age levels; semi-annual Kids Place coffee hour for parents of young children; addition of online church school registration; addition of monthly high school youth group outings. Next steps: Addition of vestry position focused solely on children and youth programs; restructuring of All-Parish Eucharist services. Faith in Action: Outreach and Inreach Outreach: The parish survey revealed a desire for more outreach opportunities, particularly among the 40-to-60-year-old members of the congregation. Recent changes: An outreach steering committee was created in 2015 to formulate guidelines for our approach to outreach. These guidelines enable us (a) to evaluate existing outreach commitments and (b) to evaluate proposals for new projects for the parish to support. The guidelines contain two key criteria for this evaluation process. The first is that we maintain a balance between local, urban, and international projects. The second is that the projects we sup- Executive Summary Strategic Plan 2017 2022 3

port should not just involve financial support, but should allow us, whenever possible, to be involved with boots on the ground. Next steps: Improve communications to the wider parish about outreach projects; plan and commit to overall annual calendar of outreach events; focus on making outreach activities intergenerational in nature; coordinate outreach projects with high school youth group and church school committee; get greater clergy support and involvement in outreach events. Inreach/Pastoral Care: Inreach ministries, led by our clergy and lay pastoral care team, provide compassionate and caring support to meet the needs of our faith community. In addition to long-standing ministries, such as the prayer list, shawl ministry, and weekly flower delivery, there is a desire to streamline driving and meal delivery needs for those in need. Recent changes: Initiated helping hands ministry to help the elderly or infirm obtain help from other parishioners. Next steps: Formally establish driving and meal delivery programs; provide automated ways to match volunteers to pastoral care needs. Sharing Our Faith: Membership, Fellowship, Volunteering, and Communication Membership: One of the top priorities identified by the parish survey was to retain and attract new members. Recent changes: Updated Welcome Guide for newcomers, which provides an overview of St. Andrew s and all the ministries we offer; co-sponsored (with church school) Kids Place coffee for families of young children; met with recent members (~two years) to ensure engagement; initiated shepherding program, matching new families with current parishioners. Next steps: Recruit coffee hour ambassadors to welcome newcomers at coffee hour and to introduce them to current members; develop photo board of new families; offer a St. Andrew s-themed baptismal gift for newest members; co-sponsor invite a friend Sunday with church school. Fellowship: A strong sense of community is one of the top reasons parishioners join a church, as confirmed by our parish and national Episcopal Church surveys. There is a high level of satisfaction with the broad events currently offered, as well as a desire for more intergenerational, family-oriented events. Current programs: The fellowship committee currently offers over a dozen fellowship events, which range from family-oriented (parish picnic) to adults-only (fall fellowship); one-time dinners (Epiphany Fireside potluck) to year-long 4 St. Andrew s Episcopal Church

dinner groups (Coventry suppers), evening (Evensong candlelit reception) to afternoon events (Village Church luncheon); casual parish hall gatherings (Fall Harvest Gathering) to special themed events with admission fees (Oktoberfest). Coffee hour refreshments are offered each week after the 10am service and monthly after the 8am service. Next steps: additional potluck dinners after 5pm service; Shrove Tuesday talent show; intergenerational English tea in spring; St. Andrew s 125th anniversary celebration in 2018. Volunteering: Much of the work of the parish is conducted by our hard-working volunteers. With increasing competition for volunteers time, St. Andrew s seeks to make efficient use of that time (e.g., coordinating food orders instead of seeking volunteer cooks) and to offer flexible volunteer opportunities (e.g., opportunities to work from home). While we intend to continue use of electronic sign-ups to communicate volunteer opportunities clearly, personal invitation is still the best way to seek out volunteers. Communications: A key to engagement is communication, both within and outside the parish. With the large number of programs offered at St. Andrew s, accurate and up-to-date information is essential. Many church shoppers get their first glimpse of St. Andrew s from our website. As such, communications play a vital role in both growth and engagement of our parish. Status: Since the arrival of our new rector in 2013, we have introduced the e-pistle (a weekly electronic newsletter) and undertaken a major update of our website. A style guide has been developed to ensure consistency in look and feel of all public documents. An editor of our quarterly magazine, The CALL, has been named, ensuring broader contribution from the parish. Next steps: update of the parish photo directory, a key tool in connecting members of the parish with each other; upgrade of web platform for easier content management, compatibility with mobile devices, modern design, and better engagement of newcomers and church shoppers; expansion of social media presence for greater reach; continued improvements to external publicity and signage. Sustaining the Vision: Stewardship of the Parish s Financial, Physical, and Human Resources Financial Resources: While time and talent are essential components of contributing to the well-being of our parish, our ability to meet our daily financial obligations, offer rich Sunday worship services, and support of our many ministries is Executive Summary Strategic Plan 2017 2022 5

through the allocation of treasure (monies). The stewardship and finance committees continue to oversee the raising and managing of monies in both the short and long term. Recent changes: The stewardship committee has overhauled its stewardship campaigns to more clearly articulate the needs of the parish and the importance of timely pledges, thus greatly improving the budgeting process. The finance committee has implemented a more rigorous, bottoms-up budgeting process and has introduced online payments for pledges. The investment committee has developed policies and guidelines for investing our endowment and continues to preserve and enhance our financial assets. The Legacy Society, our bequest program, has been reintroduced to the parish. Next steps: Offer targeted stewardship messages to different parish member groups (e.g., newcomers vs. long-term members); continue transparent budgeting process; continue to reacquaint parishioners with the Legacy Society to increase our endowment. Physical Resources: The primary areas of focus are dedicated to the repair and maintenance of all church properties. Current programs: While a campus of our size and age is in constant need of maintenance, many of the necessary major repairs were completed after raising funds in the last capital campaigns (Many Gifts, One Spirit in 2002 and Fire and Heat in 2009). This has meant that in this strategic planning cycle, we have been able to focus on spiritual programs, rather than on the maintenance of our facilities. However, we have been keeping up with a regular ongoing schedule of building maintenance, financed by annual operating income. Next steps: Continue implementation of maintenance plan established by the capital needs assessment report on all three properties: church, rectory, and 7 Denton Road apartments. Human Resources: The human resources committee (formerly the personnel committee) sets and oversees personnel policies for the staff; determines budgets for staff compensation and benefits; and advises the rector, wardens, and vestry on matters concerning hiring, supervision, retention, and termination. Recent changes: Updated Personnel Handbook (in progress); reviewed and updated vestry job descriptions; reviewed compensation of staff to be in line with diocesan recommendations and other relevant benchmarks. Next steps: Evaluate health insurance policies offered through the diocese to make certain we are offering the best value and fit for clergy and qualified staff. 6 St. Andrew s Episcopal Church

St. Andrew s Strategic Plan, 2017 2022 Background and Purpose Why plan? And why now? The undertaking of a new strategic plan was motivated by the following factors: 1) The recent arrival of a new rector marked a new chapter in the life of the parish and an opportunity to set out a vision for that new chapter. 2) We recognized that, without an intentional strategic planning process, decision-making in the parish could be reactive and short-term in vision. 3) The plan was timed to coincide with the planned hiring of a third clergy person. 4) It had been ten years since the last strategic planning process at St. Andrew s. What is our approach to strategic planning? We have deliberately set out with a short- to medium-term perspective in our planning process, rather than taking a long-term view. This approach is influenced by the recognition that we live in a rapidly changing and evolving society. These changes are having dramatic impacts on all aspects of the life of our country, including church participation. In light of this changing environment, nimbleness and the need to avoid being tied down to a rigid long-term plan are important. This reality does not diminish the importance of stepping back and undertaking strategic planning processes; indeed, it perhaps heightens the need for strategic assessment in a changing environment. However, while medium- and short-term planning rather than long-term planning might seem prudent, clarity around the long-term mission and vision of our parish seems ever more important in a rapidly changing world. For this reason, the vestry spent considerable time at the beginning of the process coming up with mission, vision, and values statements. How did the vestry go about this task? In 2014, the rector and wardens began discussing the need to undertake a strategic plan in order to provide vision and direction for the new chapter in the life of the parish. At the vestry retreat in February 2015, the strategic planning process was formally launched. 1. Mission, Vision, and Values Statements The first step in the plan was the development of parish mission and vision statements, together with a statement of the values that guide us. The vision statement has been a very important element in the strategic planning process; we have asked each ministry area to use the new vision statement as a guideline to evaluate the purpose and effectiveness of their ministries, and asked that any new initiatives be in line with the vision statement. The full versions of the mission, vision, and values statements that were developed are as follows: Mission (what we do) We are an Episcopal church that celebrates and shares the transforming love of Christ. Vision (where we are going) Our vision is to grow our parish in breadth and depth by strengthening our worship, community, and ministries. Our hope is to deepen the faith of existing members and attract new people to our parish so that they can experience Christ s love. We wish to help people recognize their God-given talents and use them to serve God and their neighbors. Strategic Plan 2017 2022 7

Our Values (what guides us) We are guided by Jesus Great Commandment to love God with all our heart and to love our neighbors as ourselves. We believe we are called to share our faith and the love of God we have experienced in our lives with those outside our church community. We strive to be an open and inclusive church in which all people are welcomed. We believe we are called to nurture future generations in the faith so that they may know Christ s love in their lives. We place a high value on the community life of our church. Through our shared life, we support one another and help each other to experience God s love. We believe in the importance of worship in meeting the spiritual needs of our parishioners by offering a range of worship services within the Episcopal tradition. We value the engagement of the intellect in our approach to our faith and are guided by the threelegged stool of the Episcopal Church: Scripture, tradition, and reason. We strive to be theologically inclusive and value the insight that dialogue between theological opinions brings to our Christian faith. We value the importance of putting our faith into action by serving the wider community on a local, national and international level. 2. 2015 Parish Survey The next stage in the process was to undertake a survey of the whole congregation, to explore all aspects of the life of the parish and discern the future of the parish. Over 270 people completed the questionnaire, which was made available both online and in paper form in the fall of 2015. The vast majority of respondents completed the survey online. On the whole, parishioners expressed high levels of satisfaction with most aspects of parish life. The top five reasons given for why parishioners are members of St. Andrew s were 1) the Sunday worship, 2) the strong sense of community, 3) the church school and youth programs (#1 for the 40-to-60-year-old age group), 4) the clergy, and 5) identification with the mission and values of the parish. The survey showed that the highest priorities for the future among parishioners were 1) attracting and welcoming new members (#1 or 2 among all age range groups), 2) maintaining existing staff and clergy levels, 3) retaining empty nesters, 4) improving programs for teenagers, and 5) providing more adult formation opportunities. 3. Reflection on the Survey and Other Input After the parish survey, there followed a twomonth period of reflection on the survey results by the vestry, clergy, and different ministry committees. As well as reflecting on the survey results, we drew on the experience and wisdom of the vestry, clergy, and ministry committees to formulate priorities and action plans for the strategic plan. As a result of this process, four additional priorities for the strategic plan were identified: 1) adding an informal service, 2) providing more outreach opportunities, 3) maintaining the church property, and 4) increasing fellowship events. 4. Our Findings Vis-à-vis the Diocesan Strategic Plan and the Wider Episcopal Church Survey Our parish strategic planning process has coincided with the publication of the results of the recent diocesan strategic planning process and the wider Episcopal Church survey. The results of these surveys confirmed our independently determined findings and priorities, rather than leading to them. a. Diocesan Strategic Plan The diocesan strategic plan has highlighted the challenge to churches of the contemporary culture, in which fewer people are attending church. In particular, it has focused on the waning attraction of organized religion to younger people in general. The survey has talked about the need for 1) bold reimagining of our congregations, 2) congregations to 8 St. Andrew s Episcopal Church

work and support each other in new ways, and 3) congregations to reach out in service to the wider world. St. Andrew s is one of the strongest parishes in the diocese in terms of membership and resources, and so is less immediately challenged by this changing environment. However, part of the rationale for undertaking a strategic plan is to avoid complacency and to implement initiatives that enable us to successfully adapt to this new environment. The diocesan strategic plan results have particularly confirmed to us that attracting new members, starting a new informal service, and providing more outreach opportunities should be priorities for our parish. b. Nationwide Episcopal Church Survey It is very interesting to note that the priorities which we have developed through our independent strategic planning process have been confirmed as key drivers of growth in churches by a recent nationwide survey of the Episcopal Church, entitled New Facts on Episcopal Church Growth and Decline (a publication of the Domestic and Foreign Missionary Society, The Episcopal Church 2015). Attracting and welcoming new members was identified as the number one priority in our parish survey. The nationwide survey showed that while official recruitment programs are important, so too is the involvement of the wider congregation in attracting members. In terms of worship and the recommendation to introduce an informal service, a strong finding of the survey was that churches with non-typical services (in addition to traditional Rite I and Rite II services) are much more likely to be experiencing growth than churches with just Rite I and Rite II services. The survey also revealed that there is a strong correlation between emphasis on church school and growth (even if the church has relatively few children). One of the strongest correlations of growth revealed by the survey is that churches which emphasize adult formation are more likely to experience growth. For churches where adult formation is a specialty, 36% are growing, as compared to only 6% of churches which do not have adult formation classes. Fellowship events were also revealed as an important factor in growth by the national survey. The more crowded the church calendar is with special fellowship events, the more likely the church is to be growing. 5. Next Steps in the Planning Process The overall results of the survey were discussed with the vestry. Each ministry head was given the results of the survey that pertained to their ministry area. They were asked to study the results of the survey with their ministry leadership committees and undertake a number of tasks: 1) develop mission and vision statements for their individual ministries in relation to the parish mission, vision, and values statements, 2) evaluate their existing ministries in light of both the results of the survey and their own experience in their ministries, and 3) develop strategic plans with concrete action points, both immediate and longer-term. The plans of the individual ministry areas were presented at the June 2016 vestry meeting. The individual ministry plans were studied and collated over the summer into a single strategic planning document, which was presented to the vestry for further reflection at a vestry meeting in November 2016. The plans of the individual ministry areas were grouped together in four sections: 1) Deepening Our Faith: Worship and Faith Formation (Adult, College, Youth, and Children) 2) Faith in Action: Outreach and Inreach 3) Sharing Our Faith: Membership, Fellowship, Volunteering, and Communication 4) Sustaining the Vision: Stewardship of the Parish s Financial, Physical, and Human Resources At the November meeting, the vestry was asked to consider a number of questions in relation to the draft plan: 1) With time for reflec- Strategic Plan 2017 2022 9

tion since the initial presentation of the individual plans, did the draft strategic plan seem to address the opportunities and challenges facing the parish? 2) Were there any perceived gaps in the draft plans or parts of the parish s life which were not being addressed? 3) Did the ministry groupings make sense? 4) How would each ministry s plans impact other ministry areas, and how might they work together? Following the November vestry meeting, a sub-committee met to finalize the plan. The results of these two years of planning and praying together are summarized in this document. Deepening Our Faith: Worship and Faith Formation Worship and Music The results of the survey showed that Sunday worship was the most important reason why people were members of St. Andrew s. The survey revealed a great appreciation for the beauty and music of the 10am Sunday service and for the high quality of the preaching. Older parishioners (60+ years old) expressed their appreciation for the traditional liturgy that follows the Book of Common Prayer, although this was less important for younger parishioners (40-60 years old). The survey showed that the music program was seen as a very important aspect of worship, and the music was viewed as outstanding. Worship Ministry Mission Statement: Worship is the focal point of the life of our parish. The mission of the worship ministry is to provide liturgy, music, and preaching to both express our thanks to God for the blessings of our lives and to seek to grow in faith and dedicate our lives more fully to following Christ. The main thrust of the survey results was that people did not want any significant alteration in the Sunday 10am worship. However, there was an observation that the length of the service had increased over the last few years, and a strong desire was registered that the length of the service be kept closer to one hour. In terms of the music, the survey revealed a desire for more participation by parishioners in the choir, in addition to the paid section leaders. The survey also revealed a desire for more involvement of young people and children in music and worship at the 10am service. Alongside the strongly expressed opinion not to alter the 10am Sunday service, the survey did reveal a desire among some parishioners for opportunities for more informal worship and music. The recent national Episcopal Church survey found that churches with non-typical services, in addition to traditional Rite I and Rite II services, are much more likely to be experiencing growth than churches with traditional services alone. 30% of churches with one non-typical service are growing, compared to only 15% of churches with just Rite I and Rite II services. Action Plan The music ministers and the clergy have met to discuss the results of the survey and their own observations about the worship and music ministry. As a result of these discussions, the following action plans have been made. Recent changes: A music committee has been established. This committee, made up of clergy and a cross-section of the congregation, has already begun to meet on a bimonthly basis. The purpose of the committee is: To reflect on recent musical offerings and respond to feedback from the congregation. To help with recruitment to the choir. To plan music for special services. To help manage the music budget. To help with future planning of the music program. 10 St. Andrew s Episcopal Church

A third communion station has been introduced at the transept altar since the arrival of the new clergy team. This has resulted in shortening the length of the service. There has also been special attention to starting the service on time. Longer-term planning: The clergy and music ministers are working on plans for a new monthly intergenerational service at 5pm, which will include a wider range of music, both traditional and more contemporary. The aim will be to launch the new 5pm service in 2017. The clergy will work on planning more opportunities to include children and young people at the 10am service. This might include semi-annual youth Sundays, when young people are responsible for readings, ushering, and serving. The idea of having more regular youth services with sermons aimed at young people is also under consideration. The clergy and music ministers will increase the number of times each year when the junior choir sings at the 10am service. This will also involve discussions about timing of junior choir rehearsals and discussions with the church school committee about the coordination of the junior choir program with church school. Faith Formation: Adult and College The 2014 national Episcopal Church survey confirmed that one of the three strongest indicators of church growth is the vibrancy of a church s adult formation programs. In agreement with that insight, St. Andrew s laity, vestry, and clergy have confirmed their commitment to building vibrant and meaningful adult formation. The adult learning and formation committee has supported a strong adult Christian learning program in 2016, and envisions an even broader offering in 2017. The committee would like each parishioner and newcomer to find an opportunity to grow in Christ (Ephesians 4:15). The parish survey showed that adult formation was identified as important by parishioners. In terms of priorities for the parish as we plan for the future, providing more adult formation opportunities was listed among the top five priorities. Adult Formation Mission Statement: To offer every parishioner and every interested person the opportunity to learn, experience, and share in programs centered on our Christian faith and the love, teachings, and ministry of Jesus Christ. The parish survey revealed a desire among parishioners for opportunities for adult retreats, pilgrimages, expanded programs for adults (including empty-nesters), and for intergenerational programs. Among the factors in making adult formation offerings successful, respondents identified topics, event timing, and dynamic leadership. Survey respondents said that Sunday morning was the best day to meet for adult formation opportunities. However, the timing of opportunities on Sunday mornings can be a challenge, particularly for those with young children. The adult learning and formation committee has met to review the results of the survey and to integrate them into the strategic plan. The adult learning and formation committee was formed a year ago, upon the establishment of the new clergy position of Associate Rector for Adult Formation and Membership. One of the guiding principles of the new committee has been to offer programs that are designed to deepen our faith and spiritual experiences, in addition to expanding our intellectual knowledge of our faith. The committee has thus sought to consider programs that engage not just the intellect, but the whole person: body, heart, and mind. The result has been to plan museum trips, pilgrimages, retreats, worship experiences, and even physically active events like participating in charity runs, in addition to traditional adult education classes. Recent changes: Creation of adult learning and formation committee in 2015. Unique prayer-oriented services offered four times per year, such as Taizé-style and Blue Christmas services. Strategic Plan 2017 2022 11

Significant attendance increase in 9am Christian Learning Series. Launching a Faith and Practice series to explore topics which deepen our own spiritual practice and help us live out our Christian faith. Intergenerational St. Andrew s team for the Wellesley Turkey Trot 5K, which drew over 60 participants of all ages from the parish. Long-term planning: Engaging a small group program for Lent 2017. Expanding retreats (time set apart for spiritual reflection), field trips, and other programs outside of St. Andrew s that will generate excitement and new learning. Offering a pilgrimage, potentially to Rome or Ireland, to take place in spring or early summer of 2018. Building a church team for future Wellesley Turkey Trot races and engaging in other team-building activities. Engaging more members of our congregation in planning and leading our adult formation offerings. Improving communications to the parish by building a monthly electronic update on adult learning and formation opportunities. College: St. Andrew s has a long, but uneven history with the students, faculty, and staff of Wellesley College and other institutions in Wellesley. When our church was founded, some of the most outspoken advocates for St. Andrew s parish were from the Wellesley College community. As part of our 2014 vestry retreat, it was determined that we should endeavor to engage with our college neighbors in a more structured manner. Recent changes: With the arrival of our adult and youth formation ministers, regularly scheduled programs, meals, and outings have been engaged by 30 Wellesley College women. Next steps: Continue to engage students with weekly newsletters; support students as spiritual leaders and church volunteers; offer a rich combination of retreats, special trips, and brunches; provide continued pastoral support and coffee date ministry. Faith Formation: Children and Youth Christian formation for children and youth was a major priority for many parish survey respondents, and is the primary reason families with schoolaged children choose St. Andrew s as their place of worship. When asked their highest priorities for the future, parishioners listed strengthening programs for teenagers among their top five priorities. The importance of young people at St. Andrew s is being recognized in the establishment of a new vestry position that focuses on the needs of children and youth. The 2014 nationwide survey of Episcopal churches revealed a strong correlation between emphasis on church school and growth (even if the church has relatively few children). Almost 60% of churches which place a lot of emphasis on church school experience growth, compared to 18% which place some emphasis on church school, and 4% which have no emphasis. Church School Committee Mission Statement: St. Andrew s educates children and youth in the Episcopal tradition by integrating a Christian curriculum into a peaceful and respectful community led by lay volunteers and clergy, with the goal of instilling spiritual confidence and a lifelong commitment to the Christian faith. Among the observations from the parish survey were the importance of having a strong and integrated program from pre-k through high school; the need to recruit adult volunteers; the popularity of one-off events such as All Hallows Eve, Family Cookies & Carols, and the Maundy Thursday Family Seder; the need to advertise these events in multiple ways; and the importance of outreach opportunities for children and youth. The church school committee has had a number of meetings to discuss the results of the parish survey and to reflect on them in light of their own experience and their assessment of the strengths and weaknesses of the existing programs. In the strategic plan for the church school and youth 12 St. Andrew s Episcopal Church

programs, six goals were identified: recruitment, attendance, engagement, communications, service, and worship. Each goal is accompanied by concrete plans of execution. Recruitment of new youth participants and adult volunteers: The church school committee will partner with the membership committee to shepherd new families with children and host coffee hours for parents of young children, helping them meet other young families and become integrated into parish life. Adult volunteers (including church school teachers and event chaperones) will be recruited at the beginning of each church school term, rather than solely in September. Attendance: The church school has introduced incentives to encourage more frequent Sunday morning attendance, including passport books with stamps children can collect to earn end-ofyear prizes for high attendance and Bring-a- Friend Sunday twice a year. The committee is exploring ways to be flexible with the timing of Christian formation, including the possibility of offering an all-ages church school class before the 5pm service. Engagement: The church school has changed the structure of the children s music program to alternate by week, with music for grades K-2 one week and music for grades 3-5 the next week. Future plans for increasing children s engagement with church school include all-ages activities on holiday weekends; re-instituting regular use of the children s chapel; increasing involvement of children and youth in the 5pm service; offering religious award programs for children involved in Scouting; and organizing preview visits for fifth-graders who are preparing to enter Rite-13. Communications: The church school has moved to online program registration and introduced a weekly Rite-13 newsletter for grades 6-7 (in addition to the pre-existing weekly church school newsletter for grades K-5). Service: Two members of the church school committee have joined the outreach steering committee in order to integrate the church school s existing outreach initiatives (organized primarily during Lent and Advent) into parish-wide outreach. Future initiatives include organizing teens from the parish to attend a Family Promise MetroWest volunteer training and adding a community service requirement to confirmation preparation. Worship: Future initiatives to increase the involvement of children and youth in worship include 1-2 Youth Sunday services each year, with children and teens in leadership roles; increasing the presence of Rite-13 students at the 10am service; and providing confirmation students with more regular opportunities for engagement at the 5pm service. Sharing Our Faith: Membership, Fellowship, Volunteering, and Communications Membership One of the top priorities identified by the survey was to retain and attract new members. Attracting new members and retaining members through key exit points such as a year or two after the initial welcome, the end of their children s confirmation preparation, and the beginning of the empty-nesting years is a goal that can only be met through cooperation between multiple ministries. Meaningful, spiritual Sunday worship, robust youth programs, and targeted adult learning all contribute to the attraction and retention of members. In this section, we address the goals of the membership committee in welcoming and integrating new members and fostering deeper engagement among current members. Strategic Plan 2017 2022 13

Membership Committee Mission Statement: The primary mission of the membership committee is to coordinate a wide variety of activities that attract, welcome and integrate newcomers into the congregation, as well as deepening connections among the current membership of the parish. We stand for inclusiveness, friendliness, and sincerity as it relates to attracting members of all ages, races, and faith backgrounds to St. Andrew s and keeping existing members engaged in the community. Newcomers (those who had been members of the parish for two years or less) were asked to answer questions regarding their initial welcome to St. Andrew s. An overwhelming majority felt that the initial welcome was strong, as was the communication about programs offered at St. Andrew s. These gratifying results were achieved in part because of the multiple initiatives the membership committee has undertaken in years past: Hosting a bi-annual newcomers brunch so that newcomers can meet clergy, lay leaders, and parishioners in an informal setting. Offering an opportunity for newcomers to ask questions and to get to know the rector during Chat with the Rector sessions, offered in the fall and spring. Continuing updates to the Welcome Guide, a document that provides an overview of all of St. Andrew s ministries, and the Welcome! card, which outlines all major events in the upcoming program year. Both documents are provided to newcomers by exit greeters (membership committee members who greet newcomers after the 10am service). The Welcome documents were revised in 2016 to conform to the St. Andrew s style guide. There was concern, however, regarding the care of newcomers after the initial welcome. While most newcomers made connections and got involved with church activities, others felt that even after a year or two, they were not making much progress integrating into the community. Recent changes: As a result of this feedback, we offered the following initiatives in the spring of 2016: Met with new members (~2 years) at a party held at the rectory to ensure engagement. Co-hosted (with the church school committee) a Kids Place coffee for families with infants and toddlers so that families with similar-aged children could meet one another and also meet the clergy. Each of these initiatives was successful and will continue to be offered in the future. Long-term planning: Initiate a shepherding program for newcomers, matching new people/families with current parishioners who can informally reach out through another connection besides clergy. Provide coffee hour ambassadors at the parish hall entrance during coffee hour. As coffee hour is often the first social activity newcomers attend, it is important for them to feel welcomed and comfortable. This initiative will be undertaken in cooperation with the fellowship committee. Develop a photo board of new members. Offer a St. Andrew s-themed gift for newly baptized children. Organize Bring a Friend Sunday. This initiative will be undertaken in cooperation with the church school committee. Consider introducing newcomers to the parish during announcements. Fellowship The survey confirmed that one of the top reasons that people join St. Andrew s is the strong sense of community. St. Andrew s serves not only as our spiritual home, but a place where we meet with friends in fellowship to experience God s love. Fellowship Committee Mission Statement: The fellowship committee seeks to promote and celebrate friendly and meaningful experiences and relationships through planned social gatherings that foster a strong sense of community within our church. Over 90% of respondents in the survey confirmed that fellowship events are important in creating a community, and over 80% responded that fellow- 14 St. Andrew s Episcopal Church

ship events helped parishioners feel a part of the community. Current programs: The fellowship committee offers a wide range of events: Family-oriented events, such as the annual picnic; adults-only events, such as our fall fellowship (e.g., Oktoberfest); and all-parish events, such as Bargain Haul. One-time potluck dinners and year-long Coventry Supper groups (offered in conjunction with the membership committee). Weekend evening affairs, such as the Evensong candlelight reception, and weekday afternoon events, such as the luncheon with the Village Church. Casual parish hall gatherings, as well as special events and occasional fundraisers. In addition to over a dozen annual events, the fellowship committee is in charge of organizing the weekly coffee hour. The coffee hour experience can be difficult for new members, as many parishioners are eager to catch up with their friends or conduct a little church business during coffee hour and inadvertently fail to reach out to new members. As indicated above, coffee hour ambassadors will be tasked with meeting newcomers and introducing them to other parishioners so that the coffee hour experience will be less intimidating and more enjoyable for new members. While there is a high satisfaction with the events that are offered, there is a desire among the congregation for more intergenerational, family-oriented events. We also received feedback that what was most important was for us to gather in fellowship and that the venue or theme was less important. Recent changes and long-term planning: In response to feedback provided by the survey, the fellowship committee plans the following: Hold additional potluck dinners following the 5pm service. With renewed interest around an informal service at 5pm, providing an opportunity to share a casual meal together approximately once a month will allow those in attendance to get to know each other better. To highlight the many talents of our youngest members, the Shrove Tuesday pancake supper will feature a talent show. Dusting off an old tradition that had not been observed in many years, an intergenerational tea was hosted by the youth of the parish in 2016. The parish was invited to a traditional English afternoon tea, organized and hosted by youth leaders. This event provided an opportunity for youth and adults to mingle and a rare occasion where the adults were guests. This revived tradition will continue. St. Andrew s 125th Anniversary celebration will be planned for 2019. While these initiatives are meant to provide more points of connection within our community, each event requires volunteers... Volunteering Much of the work of the parish is conducted by volunteers, who work hand-in-hand with the clergy and staff. St. Andrew s mission can only be achieved when volunteers teach church school, serve on vestry and committees, host fellowship events, and commit their time to other forms of volunteer service. As early as ten years ago, the efficient and effective use of valuable volunteer time was highlighted as an issue. The scarcity of volunteer time is even more acute today, as we all juggle jobs, children s schedules, family obligations, and more. Long gone are the days where we had a team of 30 people (mostly at-home mothers) working for weeks to organize a silent auction. This trend is not unique to St. Andrew s. Schools and other local community groups also struggle with the lack of volunteers. As such, we need to: Streamline events as much as possible. While the cookout parish picnic was delicious and fun, the catered sandwiches and salads have greatly reduced the number of volunteers needed, especially during a very busy time of year. Break tasks down into manageable chunks of time and offer flexibility. The survey results indicated that the minimum time commitment required for some volunteer activities was too Strategic Plan 2017 2022 15

onerous. Also, tasks that can be done from home are appreciated. Clearly communicate opportunities that are available via announcements in the bulletin and e-pistle, as well as ministry fairs (e.g. Plug into St. Andrew s). The use of electronic sign-ups on our website has allowed ease in signing up for many church activities, such as Salvation Army dinners, B-SAFE week and Day of Service. Personally invite others to participate. While many long-time parishioners are familiar with various volunteer opportunities, new members appreciate an invitation to join in, as they may be unfamiliar with the activity or the tasks involved. In addition to not having enough volunteers to offer programs, lack of time also prevents parishioners from participating in activities. Many indicated that they are interested in the programs and events offered, but do not have the time to participate. Thus, offering more opportunities may not lead to more participation. Maintaining a proper balance of programs and events vs. volunteers required will be important to avoid volunteer fatigue. Communications St. Andrew s is on solid footing in terms of communications infrastructure, vehicles, and process. Our web layout, navigation, and content have been refined. Style guidelines have been thoughtfully established and applied across our materials, improving and unifying the manner in which we present ourselves. As indicated by the survey results, we have expanded our reach through our email platform with the introduction of the e-pistle and other group electronic distributions. The communications committee seeks to continue to hone the manner and means by which we express ourselves as we expand communications opportunities, both within and outside our parish community. Communications Committee Mission Statement: Nurture and unite St. Andrew s congregation by providing resources to Stay abreast of activities at St. Andrew s and opportunities for ministry Augment/supplement our spiritual growth Know each other better Reach those outside St. Andrew s and attract new members through effective communication of the nature of our community, our beliefs, and our actions to bring God s love into the world in which we live Support the communications efforts of ministry leaders of the parish Recent changes and long-term planning: The objectives for this ministry are to maintain and continuously improve current communications vehicles: Website: Complete content and design migration to WordPress to facilitate web content management in early 2017. Continue practice of regular content review and updates, with a particular eye to user experience and utility of information and tools that reside on the site. Improve parishioner adoption by offering a site demonstration in the parish hall and through frequent reminders of available web tools, such as the directory, volunteer signups, and online payments. e-pistle: Continue to publish this extremely effective email missive, highlighting spiritual and scriptural messages for the week and conveying information on upcoming events, ministry opportunities, and other news of importance to the parish. The CALL: Maintain current schedule (three to four issues per year) for creation and distribution (print and electronic) of our parish magazine. Stimulate contribution of content/topics by members of the parish via periodic reminders in the bulletin, in the e-pistle, and in the magazine itself. Evaluate appropriateness of evolving format and content to best suit parishioner needs and preferences. Sunday bulletin: Continue to produce this anchor of our weekly worship services. 16 St. Andrew s Episcopal Church

Parish directory: Offer parishioners tutorial on use of the website and the online directory, particularly as the underpinning of profile details for the upcoming new print version. Distribute a new print directory in early 2017. Anticipate discussions in early 2019 for the next scheduled print directory update in fall 2019. Printed materials for special-purpose mailings (e.g., Advent and Christmas, Lent and Easter, fellowship events): Work with content contributors to produce and distribute, as needed. Other printed materials (e.g., membership Welcome Guide, wedding guidelines, Bargain Haul bumper stickers and flyers): Collaborate with vestry, staff, and communications volunteers to refine and refresh, as needed. Church signage, bulletin boards, and photos: Work with property committee to upgrade exterior signage. Provide input to content of bulletin boards, as appropriate. Assign committee member(s) to oversee the library of photographs, images, and signage throughout the building; work with clergy, staff, and property committee to determine appropriate content and placement. Social media channels: Vestry members will include social channels, especially Facebook, in communications about their ministries. Encourage parishioners to like and tag St. Andrew s content on Facebook to improve our page s performance in web searches. Explore and evaluate additional means of using social channels to reach our various constituencies. Media opportunities (e.g., articles in the Townsman covering Cat s ordination, sharing the story of St. Andrew s outreach efforts, informing about Bargain Haul): As topics of interest arise, tap local and regional publications to raise St. Andrew s visibility for those outside our immediate sphere and to promote identification with/affinity for our community among members of St. Andrew s. History of St. Andrew s: Contemplate an update to this piece in recognition of our upcoming 125th anniversary in 2019. St. Andrew s business continuity: Work with clergy and vestry to assess the need for a formalized crisis communications plan. Faith in Action: Outreach and Inreach Outreach Our parish survey results showed strong support for many of the core ministries that help the congregation put our faith into action. Outreach was mentioned as being important to many members of the congregation. It is seen as a key way that we put our faith into action. Closely aligned with our outwardly reaching programs are those that serve the St. Andrew s community (inreach/pastoral care). Like most programs, outreach and inreach programs require three things to be meaningful and consistent: Funding to support the causes. Volunteers to execute them. Clergy to advise, to launch, and to maintain them. Outreach Committee Mission Statement: The primary objective of the St. Andrew s outreach ministry is to help our congregation put our Christian faith into action. We endeavor to bring outreach opportunities to the congregation which positively impact the communities which they seek to serve and allow us to Strategic Plan 2017 2022 17

build mutual relationships with those communities. We seek a balance in our support between local, urban, and international projects. Recent changes: The outreach committee, along with the newly formed outreach steering committee, formulated a set of guidelines that (a) help evaluate programs and, if necessary, drop programs that are not meeting the guidelines and (b) help evaluate proposals to adopt new projects for the parish to support. The guidelines include: Balance between local, urban, and international projects. Disciplined structure for appropriation of funding. Support for programs that are not limited solely to financial aid, but allow for direct participation by parishioners, or boots on the ground. Long-term planning: Improve communications to the wider parish about outreach projects (e.g., participation in Plug into St. Andrew s ministry fair). Plan and commit to overall annual calendar of outreach events. Our survey, irrespective of ministry, often mentions the desire to offer opportunities that lend themselves to intergenerational participation. As such, coordinate outreach projects with the high school youth group and church school committee. To that end, a member of the church school committee now sits on the outreach steering committee. Maintain clergy support and involvement in outreach events. Offer additional explanation to the congregation as to the total financial contribution by our parish outside the outreach budget. This includes: Monies in the operating budget outside outreach budget line (e.g., clergy discretionary fund, theological education). Diocesan assessment (a significant amount is used for diocesan-wide outreach projects). Contributions to St. Stephen s food ministry (Thanksgiving food drive, B-SAFE). Special drives (e.g., Lenten almsgiving for El Hogar, St. Stephen s book drive). Alternative Gift Fair sales. Inreach/Pastoral Care The main work of the pastoral care team (e.g., visiting parishioners, clergy providing counseling) has been in place and has worked well for many years. Well-established ministries such as the prayer list, shawl ministry, and flower delivery have ample clergy support and attention and are managed well. However, there is a desire to formalize the other inreach ministries. Currently, a few dedicated parishioners provide driving and meal support on an ad hoc basis. The pool of volunteers is dwindling, and there is no formal program in place to enlist new volunteers and to match volunteers with those who request assistance. In conjunction, there is a desire among certain segments of the parish to be able to choose when and how they help, depending on their availability. There is also a desire for families to work together as units to help others. Inreach/Pastoral Care Mission Statement: St. Andrew s is an engaged and faithful community, committed to the well-being of its members through caring relationships and kind actions, intentionally meeting both the spiritual and life needs of the congregation. Inreach ministries provide compassionate support and services to meet the needs of our community. Short-term plan: Formally establish driving and meal delivery programs. Communicate need for volunteers to parish. Need drivers and meal preparers/deliverers Generally, 1-to-2-hour commitment Volunteer as needs arise and time allows Independent task; no need to coordinate with others Low stakes; no long-term commitment Privacy and discretion are critical Utilize tools such as Lots of Helping Hands or SignUpGenius to communicate with a large pool of volunteers and provide an easy and efficient way to sign up for various tasks. 18 St. Andrew s Episcopal Church

Ask elderly or disabled parishioners if they would like small errands performed on the Day of Service that would take no longer than 1-2 hours. Record needs on index cards and have families pick up cards on the morning of the Day of Service and spend a few hours helping fellow parishioners. Communicate to parish that these services are available. The driving and meal ministries will receive requests through the lay pastoral care team, as that team is in the best position to assess needs and determine the level of privacy required. It is recognized that privacy issues may create some challenges to providing support, but these should not be a barrier to offering assistance. To facilitate this plan, one or two lay leaders would be required to build a volunteer database and set up requests via online tools. This person or team would work closely with the clergy, lay pastoral leaders, and parish administrator. The term inreach can be confusing, and thus we are considering renaming this broad category from inreach ministries to care ministries. Long-term planning: Weekly/Monthly Helping Hands Group: Retired group of parishioners (or any other volunteers) perform small tasks for elderly or disabled parishioners (weekly/monthly version of the Helping Hands concept). Holiday Cookie Exchange: Cookies are baked by parishioners and boxed at parish hall to be delivered to those in need. Depending on interest, we could also include St. Stephen s seniors. Card Writing Ministry: Acknowledge special dates for the homebound (e.g., birthdays, anniversaries) or the bereaved. (Get-well cards for those who are ill or injured are already written by the lay pastoral care team.) Send congratulatory notes to those who are celebrating an occasion (e.g., new baby). Sustaining the Vision: Stewardship of the Parish s Financial, Physical and Human Resources Stewardship Committee The annual stewardship pledge campaign accounts for approximately 75% of the income that supports the spiritual life and ministries of the parish. It is another reflection of the way parishioners put their faith into action to spread Christ s word and love by supporting financially the life and work of the parish. The main points to come out of the discussions about stewardship during the planning process were the need to better educate the parish about expectations concerning pledging, and also to develop ways of more effectively targeting different demographics within our congregation. The parish survey also revealed that 20% of those who responded to the survey did not pledge. This speaks to the need to continue to focus on increasing participation in pledging. Stewardship Committee Mission Statement: The primary role played by the stewardship committee is to raise sufficient funds to support the life and myriad ministries of St. Andrew s. To accomplish this goal, the areas of focus of this ministry are to understand the overall long-term vision and aspirations of St. Andrew s and, in turn, to create an annual theme and campaign that inspires parishioners to make financial pledges to support the life and work of the parish. Recent changes: Introduction of themes for each campaign, such as Great Expectations. Strong emphasis on timely pledges to enable a realistic budgeting process. Written testimonials and educational materials inserted in Sunday bulletins. Strategic Plan 2017 2022 19

Updates on progress of stewardship campaign in the e-pistle. Long-term plans: Develop targeted messaging for different groups within the congregation, e.g. newcomers, church school families, and empty-nesters. Encourage wider participation in pledging. Continue to educate congregation on financial needs of the parish and appropriate pledging levels. Finance Committee The parish s finance committee advises the vestry on all matters pertaining to the financial affairs of the parish: capital and operating budgets, investment, risk management, and financial performance. A major annual responsibility of this committee is to recommend an annual operating budget that balances the mission of the parish with the financial resources that can be foreseen to be available to carry out that mission. The budgeting process entails close work with the stewardship committee, wardens, and treasurer to determine funding sources, as well as with the clergy, staff, and vestry to understand each of the expense line items. The investment committee is a subcommittee of the finance committee and has the important task of managing our endowment and designated funds. The finance committee reviews and manages financial contracts and commitments, including our relationships with banks and our insurance policies. Recent changes: Provided timely, detailed budgetary data to clergy and each vestry ministry so that a bottom-up budget could be developed, and thus overall financial priorities of the church could be better understood. Developed the Statement of Investment Policy and Guidelines (passed in May 2014) as a guide to prudently investing our endowment. Made procedural changes to streamline back-office functions. Worked progressively towards presenting financial reports to the parish that provide a more holistic and user-friendly view of our financial affairs, indicating more clearly the parish s income sources and spending priorities. Offered online payment of pledges and other donations/expenses (e.g., memorial flowers, Oktoberfest tickets) and acceptance of credit card payments at Bargain Haul. Long-term planning: Endeavor to increase the endowment by reacquainting parish with our bequest program, the Legacy Society. Formalize mentoring of new finance and investment committee leaders and members. Physical Resources While many strategic plans focus almost exclusively on capital improvement plans, St. Andrew s finds itself in the enviable position of having the flexibility to focus on spiritual programs during this planning cycle, in addition to repair and maintenance of our physical plant. Thanks to the generosity of our parish and the careful, thoughtful planning of the property vestryperson, sexton, rector, and wardens, all three church properties (church, rectory, and 7 Denton Road apartments) are in stable condition; most of the necessary major repairs were made after the last two capital campaigns (Many Gifts, One Spirit in 2003 and Fire and Heat in 2009). However, a campus of our size and age is in constant need of maintenance. Thus, we allocate a substantial amount of our budget to repair and maintenance and have contributed to the building contingency fund whenever possible (e.g., we added $66,000 to it in 2016). Over the past several years, our maintenance and capital improvement projects have been mostly determined by the longterm capital needs assessment report for all three properties, with effective preventive maintenance as the primary goal. While the annual repair and maintenance budget includes contingency plans, the extent to which unforeseen events occur can lead to the variability of spending in this category. 20 St. Andrew s Episcopal Church

Recent changes: In addition to routine maintenance, we have undertaken many special projects, including: Repaired the chapel roof. Repaired exterior woodwork. Developed a rotating schedule for painting the interior of the building (e.g., sanctuary, Harvey Room, classrooms, hallways). Installed new sanctuary lighting. Resurfaced the church parking lot. Deep-cleaned the basement floors. Repointed the Denton Road walkway. Added pavers near the monument in the memorial rose garden. Long-term planning: Continuing assessment of the slate roof. Repair of the Washington Street entrance patio. Updates to the sanctuary lighting panel. Human Resources The human resources committee (formerly the personnel committee) sets and oversees personnel policies for the staff, budgets for staff compensation and benefits, and advises the rector, wardens, and vestry on matters concerning hiring, supervision, retention, and termination. The human resources committee goals are: Continuing to keep the parish Personnel Handbook up to date and in compliance with changing requirements. Providing a comprehensive, in-depth review of the parish personnel budget, and contributing suggestions and recommendations where appropriate to maintain the highest practicable standard of services (e.g., health insurance) realistically within the constraints of our financial capacity. Continuing the process of updating the job descriptions for lay paid and volunteer staff who provide services for St. Andrew s, and making appropriate recommendations concerning those job descriptions. Reviewing and keeping abreast of developments in human resources and making certain that paid and volunteer parish staff and leadership receive the support they need. Conclusion As a church, we are constantly seeking to discern God s will for us so that we can be the most effective witnesses possible to Christ s love in the time and community in which we are set. Sometimes, these insights come to us in unplanned and unforeseen ways this is one way God acts in our lives. However, through the ages, Christians have taken time to stand back from the flow of life and, in an intentional way, sought to discern God s will. This is what this strategic planning process has been all about. We believe that the implementation of our plan will help deepen the faith of our existing congregation, and that one result of this will be that parishioners will invite others to experience our parish, so that they too can have their lives enriched. One of the exciting elements of this strategic plan has been the large number of people from the parish who have been involved in the planning process. This plan is the work of the hundreds of people who responded to the parish survey, the vestry, the clergy, and the members of each ministry committee, who have been closely involved in developing action plans for their individual ministries. As with any strategic plan, one of the main challenges is to ensure that the plan is actually implemented once the planning process is over. What has been very gratifying is to see that the planning process itself is already resulting in many elements of the plan being put in place. Examples include the formation of the music committee, concrete plans for informal services, website upgrades, the new photograph directory, the addition of a new vestry position for church school, and the creation of the adult learning and formation committee, to name a few. Strategic Plan 2017 2022 21

As we go forward, the vestry will play the key role in holding ministries accountable for their parts of the plan. Another critical role of the vestry will be to help facilitate cooperation across the ministry areas. The strategic plan has identified cross-ministry cooperation as very important for example, collaborations between outreach and church school, church school and membership, and membership and fellowship will be crucial to the plan s success. Our hope is that this strategic plan will continue to guide the parish for the next five years. We are conscious that many in the professional strategic planning world warn of the need for flexibility in implementing plans and the possibility that circumstances can change, necessitating adjustments to the original plan. We are very conscious of this advice and will remain alert to changes in our situation and to fresh insights we may receive from God about our parish s calling. But we feel a sense of confidence that this strategic plan has provided us with a sense of momentum and direction to carry us forward over the next five years. 22 St. Andrew s Episcopal Church

Photo: Peter Lull ST. ANDREW'S EPISCOPAL CHURCH 79 DENTON ROAD WELLESLEY, MASSACHUSETTS 02482 781.235.7310 STANDREWSWELLESLEY.ORG