1. 5 Pillars of WCC Strategic Planning WCC DATA SYNTHESIS

2. Adaptive Challenge: One of the most frequently mentioned “best practices” of successful churches is “Effective and Empowered Pastoral Leadership” Major Themes:  WCC is currently blessed with an outstanding pastoral leadership team.  The most critical challenge for WCC of the next several years will be the retirement and transition at the Senior Pastor position.  The planning in anticipation of, and during this process will be an important activity led and directed by the Personnel Committee (Steve Huels, Peter Egan, Greg Klein) along with the Council and other committees to be named as required. How to Get There:  The primary transition of the Senior Pastor including a possible interim, a search committee and celebrations to honor the accomplishments. Just to name a few.  Similar focus and considerations must be given to the ramifications on and possible transitions of the other staff members including Associate Pastors, Youth Ministry, Ministers of Music and others.  The Strategic Planning process currently in progress becomes even more critical in consideration and anticipation of these changes, which will take place over the next several years.  The direction put in place here will not only drive the choice of a candidate but will also set the path of the church for the years to come. LEADERSHIP TRANSITION & SUCCESSION PLANNING

3. Adaptive Challenge: Our willingness to being open and affirming to many different backgrounds and views, while also allowing for questioning, is a strength of WCC which fosters an important sense of inclusiveness. However, are we missing something by not articulating more succinctly what we do stand for? What are the opportunities to be more intentional about branding who we are and what we stand for? Major Themes:  We value our “Big tent” characteristics and our acceptance of “all people”  We value our commitment to spiritual growth at all stages of our lives, and in particular, we place high emphasis on our Youth Program  We value our intellectual curiosity  We value our strong sense of community within the church  We value our strong sense of commitment to the community outside the walls of the church, both locally and globally How to Get There: 1. Given our commitment to openness, what does it look like (per our Covenant) to “purpose to devote ourselves to the study, the practice and the spread of Christianity”? How might we use the new membership points of engagement and expectations: Worship, Fellowship, Service & Financial Support to encourage a more active conception of growing one’s faith? 2. How might we emphasize spirituality as a Christian for adults and the ways in which this is practiced to inspire and equip members to find God? 3. Our Youth program fosters a strong spiritual foundation for our children, in addition to creating a safe haven and moral compass to rely upon as they grow older. What are the ways that we can emphasize and uphold the importance of this component of the “whole child” in a culture where there are so many competing entities? 4. How might we build upon our current strengths in education programs, but turn them up a notch in terms of connectivity and fun? 5. How do we “spread the word” in a way that is authentic to who we are that would create a stronger profile and higher visibility in the community? GROWING IN FAITH HOW WE DEFINE OURSELVES

4. Adaptive Challenge: Worship is central to Christian life; therefore, a strong component of our membership guidelines, yet on a typical Sunday morning there are only 150 members in attendance. We have a beautiful, yet “uncomfortably empty” sanctuary as compared to other mainline Protestant churches. Major Themes:  Increasing turnout by as few as 50-100 people makes great sense and would clearly benefit all concerned so the question is more about how to go about drawing in those additional individuals How To Get There:  The Sunday morning experience showcases our strengths as reported in the survey responses. One has the opportunity to:  Touch base with our wonderful community of interesting and engaging people  Interact with a top notch staff  Listen to and participate in inspirational musical offerings  Participate in enlightening adult and children’s education programs  Appreciate our gorgeous sanctuary So…. this should be fairly easy to go after by incorporating any or all of the following strategies:  Broadening the definition of Sunday morning worship to include a less formal, say Sat 5pm service offering  Broadcasting the service over the Internet so that those unable to physically attend can “tune in” and still feel a part of the WCC community  Expanding the musical selections to include a wider range of genres  Expanding Adult Ed topics to make the previously “unchurched” feel more at home and knowledgeable  Utilizing the front and back yards more frequently for both our enjoyment and to show others in the community who we are and that we have fun together  Offer other Sunday morning mission opportunities along the lines of delivering Wish Tree gifts and setting up for Family Promise that offer both Fellowship and Service benefits WORSHIP

5. Adaptive Challenge: Although WCC has a very healthy financial position, members think that we spend too much time talking about money. How can we implement a financial strategy that will allow WCC to operate effectively without asking too much of members? Major Themes:  We spend too much time talking about money  Generally, people would like a suggested amount (for pledging)  5% is too high  Question that came up regularly is “What is the dollar amount per family needed to make WCC healthy?”  Emphasis on Endowment Growth  People would like a condensed amount of time to pledge.  Financial Education at WCC is good – but could be more inclusive of select groups of people. How to Get There: 1.Increase the understanding of what is truly needed for a healthy pledge drive 2.Evaluate the financial education process – make it more available to more individuals 3.How can we reduce the amount of time spent talking about money? 4.What is the correct strategy for the endowment? 5.Utilize the financial knowledge of expert individuals (inside and outside WCC) to determine a stewardship strategy STEWARDSHIP

6. Adaptive Challenge: Service ministry/mission is strength of WCC and a part of the ethos of the congregation, however we aren’t impacting either our members or the community to our full potential. For most of our members, service has focused on financial giving, interspersed with some limited hands-on experiences (Family Promise, A Just Harvest, Wish Tree, etc.) Major Themes:  Leverage the particular talents of members, not just their money. Our members are very accomplished in a variety of fields  Pick hands-on (local?) service projects that “transform our members into Christian disciples who live lives of service.”  Use a Volunteer coordinator to help focus our efforts and make it easier for members to understand options and opportunities.  Increase awareness inside and outside WCC of opportunities to serve – use it to enhance our brand, increase participation, and potentially attract new members  Develop “reciprocal” relationships; work hand-in-hand with another church together to help a 3 rd party  Make service an expectation of ‘membership’  Create intergenerational opportunities & focus on youth  Fragmentation vs. Focus How to Get There: 1.Increase focus on service projects that transform our members 2.Make service an expectation of ‘membership’ 3.Multitude of opportunities vs. focus 4.Increase our understanding service as a necessary part of our faith and commitment to God. SERVICE