Vision Statement and Strategic Planning (1988 – 1992)
ADMINISTRATIVE COUNCIL (1988)
To the Venerable, the 115th General Assembly:
STRATEGIC PLANNING (A&P 1988, p. 201-05)
The 114th General Assembly agreed that “the Church be called to consider its mission through a strategic planning process organized by the Administrative Council. Council is pleased to present the following report and recommendations arising out of year one of the process.
DAYS TO COME
“I have come to explain to you what will happen to your people in days to come; for this too is a vision for those days.” Daniel 10:14 (NEB)
In the Fall of 1988 Presbyterians across Canada responded to the 114th General Assembly’s Call to Prayer and Strategic Planning. Through an approach developed by Dr. Howard Gillies for the Administrative Council, members of 43 presbyteries, 17 boards and agencies of the General Assembly, 5 synodicals and the Council Executive of the Women’s Missionary Society (Western Division), the Atlantic Mission Society, and the Task Force on Rural and Remote Ministries, participated in the exercise. Members of two W.M.S. (WD) synodicals took part in presbytery exercises. In all there was the potential participation of 2,400 persons.
The exercise was based on five questions. The answers to the first two were “givens”, which at the time (and in the interest of time) were not open for major discussion. The first question, “What is required by Christ?”, was answered by the words of the Great Commission in Matthew 28:19, 20: “Go, then, to all people everywhere and make them my disciples; baptize them in the name of the Father, the Son, and the Holy spirit, and teach them to obey everything I have commanded you” (TEV).
It was pointed out by many that there are other words of Scripture which could equally be considered as warrants for Christian discipleship. The Great Commission was chosen for the purpose of this Call to Prayer and Strategic Planning, but was in no sense imposed upon the Church as the only word. The discussion about what Christ requires of us will continue.
The second question, “What is our unique mission?” was answered by a draft Mission Statement developed by the Executive Planning and Co-ordinating Committee for the Administrative Council, and presented as a working document to the 114th General Assembly. “The purpose of The Presbyterian Church in Canada is to call persons to a knowledge of God in Jesus Christ which leads to a commitment to Christian discipleship through a particular way of being the Body of Christ in the world.” The statement was supported by twelve characteristics of The Presbyterian Church in Canada as a reformed, Christian denomination.
Again, there was some discussion about the Mission Statement and its acceptability, and there were those who found it imperfect. It is not written in stone, but was presented as a work-in-progress to be helpful to the Call to Prayer and Strategic Planning. Discussion about the distinctive purpose and mission of The Presbyterian Church in Canada, too, will continue.
Question 3, “What issues are fundamental and persistent?”, was answered by the Strategic Planning process itself. Responses were printed out on file cards and attached to a wall. The members of the various groups then “weighted” the responses by attaching, to those cards which they felt to be most significant, “votes” in the form of small gummed dots. Responses from across the Church were collected together and totalled, and from this an indication of the mind of the Church has emerged.
We see ourselves as a people lacking vision, without a clear understanding of ourselves and our place in the scheme of things. We are concerned about how we worship, and about being a Church with declining membership. We see the need for more spiritual growth through prayer and private worship. We also see a need for the use of inclusive, contemporary language in our public worship. We are concerned about change; many of us fear change. In our mission we wish to present the claims of Christ, with one Gospel for all in a pluralistic world. While some call for biblical preaching, the numbers show that this is not a major lack among us. Our level of commitment and our practice of stewardship are low. We want theological education for our clergy to be practical, and all leadership development to be relevant in the light of the situation and needs of the Church. We feel that our idea of ministry is limited, as our knowledge of the Bible is limited. We are an aging Church, and we realize that the lack of involvement by young adults is a crucial problem in many places. We feel, positively, that church education must be for all ages, and must result in a life of discipleship.
Question 4, “What environmental conditions and changes will affect the ministry of the Church?” was answered in the following way. The changes in the population of Canada, as more cultural, ethnic, and religious groupings become part of the fabric of this society, will affect us greatly. The average age of both the general population and the membership of the Church will continue to increase. The evolving role of women will continue to have an impact on our life and work. We will be affected by the great changes in morals and values in the world around us, by the changes in family structures and patterns, by the impact of technologies. We no longer live in a “Christian” country. Our new context means that there will be both positive and negative changes in the Church whether we wish it or not. The movements for human rights will continue both in the work-place and in the political and legal spheres. A corollary to this may be that there will be increasing social alienation and isolation, as close personal relationships are removed from the lives of more and more people.
It was in their response to Question 5, “What would be the ideal church/ministry situation 10 years ahead?” that members of the Church had an opportunity to move beyond the givens, and dream of a preferred future. A few found this impossible to do, and instead of dreaming of the future sought to return to a past that perhaps never was. Some found it difficult to do. Most found it demanding. Out of it all there has emerged, however, a clear picture of a future Church of which we have said we want to be a part.
In describing ourselves as we seem to be, we have spoken of a Church in tension: divided between the ordained ministry and lay members, between rural and urban congregations and needs, between the regions of Canada, between the General Assembly offices and the grassroots, between theological “liberals” and “conservatives”, between Sessions and Boards of Managers.* We have been quick to describe points of conflict.
In the vision of the future which has emerged, however, it is difficult if not impossible to pick out a partisan point of view. From across the Church, from congregations, presbyteries, mission societies, and General Assembly agencies alike, and from all stripes of Canadian Presbyterians, has come an essentially unified and unifying vision of the Church as we wish it to practise its discipleship in this land. We see ourselves as a people whose work is the worship and service of almighty God, who has come to us and lives among us in Jesus Christ, our Lord.
THE VISION
The nine points which follow are based on the major emphases arising out of the response to Question 5 of the Call to Prayer and Strategic Planning. If the words look familiar to many who took part in the exercise, it is because they are the words written by you on 3 x 5-inch file cards. It should be noted, also, that in some cases there is a minimum of interpretation and commentary contained in these emphases. This has been included to clarify and amplify the points made. The listing is not according to any “order of priority”.
It is our VISION that:
1. We will grow in our relationship with Jesus Christ. Discipleship will become the way of life among our members. We will be a people who pray for others and for ourselves, as we grow toward oneness with Christ, and deep commitment to him. We will seek God’s help in becoming a more spiritually-aware people. Guided by the Holy Spirit, we will grow in our knowledge and understanding of the written word of God, as we subject ourselves to the Lordship of the living Word, Jesus Christ. We will seek to be changed, to be reformed, to take whatever risks are necessary as we learn to obey God’s will. Our emphasis will be on learning and action in small groups. This spiritual growth is more important than, and is also a prerequisite for, growth in numbers.
2. We will reach out in mission, proclaiming the Good News of Jesus Christ with relevance and power. We will be able to share our faith with those around, to speak about our discipleship in the work-place and in the community as we serve Christ in the world through love. As well as living out our own mission, we will, as we are able, share with other churches around the world in their discipleship. A part of the outreach will be to help build communities of faith in newly-developed areas, and in places where resources are limited.
3. We will integrate evangelism, social action, and justice ministry. Each of these ingredients will be essential to the others. Our goal will be to serve as witnesses to the transforming power of Christ in our society, beginning with the communities in which we live. We will promote world peace by living at peace with each other and with our neighbours. Our theology will teach the stewardship of all creation, and it will be expressed through our concerns for our immediate environment. We will develop new, creative forms of ministry to the society around us, thus freeing ourselves to respond to the guidance of the Spirit. We will not be afraid to provide moral leadership to society and also to the Church in ministering to new and emerging conditions and issues in society.
4. Our congregations will be alive. Worship services will be joyful and full of meaning, aware of the world in which we live, and work, and seek to do God’s will. The forms of worship and the music used in worship will be lively and varied. Congregations will be clear about themselves and their purpose, and will have developed vision and direction about their specific service to God in their communities. Stewardship will no longer mean just money, but a creative, effective, and intentional use of all resources: people, buildings, and technologies, as well as dollars. We will be intentional about the ministry of youth and young adults, recognizing their value in the life and work of Christ’s Church. It will be important for us to be aware of being part of the whole Body of Christ in the world. We will be an ecumenical people, one with the other Christian denominations in seeking God’s will for the Church, and contributing to that wider work of service and obedience as we are able, beginning in each local community.
5. We will be a loving, inclusive community – truly God’s family. We will not simply be a club for “nice” people. The use of the word inclusive opens up the Church to take seriously the presence and needs of people of all ages, and of many different cultural backgrounds other than the Scots-Irish out of which this Church sprang in past centuries. We will take seriously the wide ranges of economic and social status within the Canadian population, as well as the presence of races and peoples from all parts of the world. We will take seriously the special needs of disadvantaged people, and we will be intentional about seeing that those needs are met. We will use inclusive language as we learn to be inclusive. Our congregations will be a family for those who have no other family, and an extended family for those who do. We will be a people who practise love, as we have met and experienced it in Jesus Christ.
6. We will be effective communicators. We will use contemporary, inclusive language and learn to use metaphors sensitively. Our communication will convey our essential unity, vision, and sense of identity, as we continually witness to the Lordship of Christ over all life. Technology will be a benefit, but will not be allowed to become intrusive. It will provide tools for the service of Christ which will not become barriers between Christ’s people. We will learn the effective use of a variety of contemporary media, and all this we will discuss in plain words, trying to avoid speaking in a technical jargon. We will be aware of the tremendous power of technologies as carriers of culture, and molders of morals.
7. We will have a Spirit-led ministry by the whole people of God. More patterns of mutual support will be developed for the ministries of the Church. We will seek to mobilize ourselves, the members of The Presbyterian Church in Canada, and to equip ourselves for ministry within the Church, our homes, our communities, and our places of work. We will all live out the challenging words used at the Ordination and Induction of a minister of Word and Sacrament: “it is the calling of all…to share the Gospel with the whole world, and through Christ the only Mediator to represent the world before the Father in worship and service, until Christ comes again”. Within the ministry of the whole Church there will be effective recruitment and screening of candidates for the ministry of Word and Sacrament and the Order of Diaconal Ministries. Their education for a servant ministry will be practical. Pastors and teachers will continue to approach their work of ministry from differing perspectives, but will also show the essential unity which comes through commitment to Christ and his people.
8. The Courts of the Church will be vital and compassionate. We will discover our fundamental role in discerning the mind of Christ, in conciliation, and in inspiring and challenging the Church. There will be a spiritual deepening of the life of the Courts through prayer, fellowship, and study. We will learn to function pastorally toward congregations and toward those engaged in the ministries of the Church. There will be positive and compassionate response to crises and conflicts. There will be review of the optimum size of the Courts, including the geographical factors which so affect the life of the Canadian Church. The Courts will be careful not to exclude members and interested persons in such simple ways as scheduling the time of meetings. Priority issues will be given adequate time on the agenda, and less time will be given over to the purely administrative business of the Courts. There will be less desire to escape into legalistic debates over procedures.
9. The administration of the Church will be lean and accountable. It will aim at supporting the spiritual development of the people of God within The Presbyterian Church in Canada. The hours involved in administration in the Church will be reduced. We will reclaim the time needed to care for each other as sisters and brothers in Christ, and to fulfill our mission. There will be time to read and reflect upon Christ’s call to us. The paralyzing disease of organizational overload will diminish, from the pastor’s study as from the General Assembly offices. The Agencies of the General Assembly will do only what cannot be done at the local level, and their mandate will be to serve the congregations, Presbyteries, and Synods. The function of these Agencies will be to provide resources for the programmes of the Church, and to share in the development and training of leaders.
Recommendation No. 1 (adopted)
That the 9 points of the VISION be affirmed, and the Church be called to embrace this VISION and let it shape our life as a people of God during the final decade of the Twentieth Century.
Recommendation No. 2 (adopted)
That we acknowledge our gratitude to almighty God for the whole-hearted response of presbyteries, General Assembly agencies, the Atlantic Mission Society, and the Women’s Missionary Society (Western Division) to the Call to Prayer and Strategic Planning.
Recommendation No. 3 (adopted)
That in order for congregations which have not yet done so to develop a VISION for their own setting, they be called to participate in the process of strategic planning during the fall of 1989 and the spring and fall of 1990; that the model developed by Dr. Howard Gillies be commended as appropriate for their use; that wherever possible they call upon the expertise of one of the Facilitators trained for the events that took place in the fall of 1988; that they report to their presbyteries by December 31, 1990 re the VISION of their future which has developed.
Recommendation No. 4 (adopted)
That presbyteries and synods give leadership in fulfilling the VISION locally and regionally, and be encouraged to share their strategies, insights, and achievements annually with the Administrative Council.
Recommendation No. 5 (adopted as amended)
That the Administrative Council continue to facilitate and encourage further strategies toward the implementation of the VISION.
In the implementation of the VISION across the Church, there are many things that will be done at the local and regional level. However, there are a number of actions that must be taken quickly at the national level as well.
One of these is a thoroughgoing policy of affirmative action as regards youth and young adults in the Church. Council commends the suggestions emerging out of the presbyteries in their report to the 115th General Assembly through the Board of Congregational Life.
Two other concerns at the national level that Council believes must be addressed as quickly as possible relate to theological education and the structure and staffing of General Assembly agencies.
On Theological Education
Council is grateful to God for the contributions made by Ewart College, Knox College, and the Presbyterian College to the ministry of The Presbyterian Church in Canada through many generations. We are aware of and understand the historical connection between these institutions and the Church, and of the ties of affection between them and their alumnae/i. At the same time, when we look toward the probable realities of the twenty-first century and have in mind the needs of the congregations and regions, we feel strongly that the Church will be best served, and the stewardship of its resources best practised, through one central Presbyterian institution of graduate theological studies. This new institution may be in a new locality, or it may be based on one of the present locations. The work of such an institution may be supported and supplemented by our continuing association with the Vancouver School of Theology.
The first mandate of the college is to meet the needs of ministry in The Presbyterian Church in Canada. It will not be bound primarily to respond to the demands of university affiliation, or other outside accreditation.
We see this college as providing two streams of learning, and participating in a third. First, the training of ministers of Word and Sacrament through the provision of both scholarly opportunities for learning and practical experience, to the level of Master of Divinity. Second, the training of Christian educators, through the same combination of the scholarly and the practical, to the level of Master of Religious Education. The Church will also have to ensure that there are opportunities for post-graduate studies to the doctoral level, so that The Presbyterian Church in Canada may continue to provide teachers for theological colleges and university departments of religion in Canada and elsewhere.
We see this college as developing the concept of the seminary as a community of scholars, with as much self-directed learning and preparation as is practicable. Its primary focus will be to prepare candidates for ministry in the Church. Its graduates will be able to train the people of God through a strong emphasis on Christian education. Learning in the college will be through the widest possible use of resources, including especially the resources within congregations large and small, rural as well as urban. Besides these things, the college will provide opportunities for continuing education for those engaged in the practice of ministry.
The college will have its part to play in a major thrust of the Church as a whole. One of its mandates will be the development of correspondence courses and extension opportunities for lay education, through the courts of the Church.
Recommendation No. 6 (adopted as amended. Amended text on page 26)
That the concept of the amalgamation of Ewart, Knox, and the Presbyterian College be supported.
Recommendation No. 7 (adopted as amended. Amended text on page 26)
That a Task Force of up to 12 members, plus the Principals of Ewart, Knox, and Presbyterian Colleges and the Dean of St. Andrew’s Hall as non-voting members, be appointed to bring to the 116th General Assembly a plan for the amalgamation of the three colleges into one institution if practicable; to develop an educational approach; to consider the feasibility of a new site or one of the present sites and recommend accordingly; to consider the Church’s relationship with the Vancouver School of Theology; to consider the importance of a relationship with a University and with the Association of Theological Schools in the United States and Canada; to report on any financial implications through the fall 1989 and spring 1990 meetings of the Administrative Council.
On General Assembly Agencies
Council is grateful to God for the contribution of full-time servants of the agencies of the General Assembly. It realizes, however, that an increasing proportion of our financial resources cannot continue to be applied more to salaries and allowances than to the development or programmes.
The Church should no longer require staff members to perform functions which are beyond their position descriptions. We recognize that it is simply not possible for one person to be a leadership trainer, writer, proof-reader, editor, production manager, customs agent, field worker, recruiter of leaders, publisher of resources, personnel manager, world traveller, constant attender at meetings…the list goes on.
The Church must deal with the overlapping responsibilities within the agencies of the General Assembly. There need to be clear lines of demarcation, so that there will no longer be groups of persons busy at approximately the same task. There will be clear identification of the varied programmes necessary to serve the varied needs of congregations and courts.
Our use of personnel, rather, will be flexible and effective, including the use of part-time, short-term, volunteer, and contract field staff. There should be an emphasis on the development of programme staff at the regional level, to serve the needs of synods, presbyteries, and congregations. We will thus make use of the many talents of the people of God across the Church. There should be a bias toward significant reduction of full-time staff.
What is suggested is one programme agency, in which there will be a clear division of labour between the programme segments. The major tasks of General Assembly programme staff will be in leadership development and the provision of resources.
Complimentary to the programme agency will be the necessary support functions: administration, finance, editing and printing of resources, personnel, marketing, and many other areas.
Built into the system will be regular review and appraisal in a stated cycle, using both external and internal resources. This will include a review of full-time, as well as of the other types, of staff.
There is need for an efficient joint co-ordinating mechanism between programme and support. The prime responsibilities of obedience to Christ and efficient, effective, and accountable service to the courts, congregations, and members of The Presbyterian Church in Canada will always be first on the agenda.
Recommendation No. 8 (adopted as amended. Amended text on page 27)
That a Task force of up to 12 members, plus four members from the Administrative Council’s Executive Planning and Co-ordinating Committee and the Executive Director of the Women’s Missionary Society (W.D.) as non-voting members, be appointed to recommend to the 116th General Assembly a detailed proposal for restructuring the way the General Assembly fulfills its responsibility through boards, committees, and agencies; to report on any financial implications to the fall 1989 and spring 1990 meetings of the Administrative Council; that a draft proposal be shared with presbyteries by December 31, 1989, with responses to be returned by presbyteries to the Task Force by March 15, 1990; that the proposal include a significant reduction of executive staff by 1993; that for the purposes of this study the Atlantic Mission Society and the Women’s Missionary Society (W.D.) be regarded as agencies of the General Assembly.
Moratorium on Permanent Appointments
The 114th Assembly agreed, “That effective immediately and continuing until the close of the spring 1989 meeting of Council, a moratorium be placed on the appointment of permanent executive, professorial or field staff (Superintendents, A.E.C.’s, etc.) at any level, and that Council be given the authority to extend the moratorium until the meeting of the 115th General Assembly if necessary.” At its spring meeting, and in light of the following recommendation, Council agreed to extend the moratorium to the opening of this Assembly.
In order to allow the two task forces, referred to in recommendations 7 and 8 above, as much flexibility as possible, Council is of the opinion that the moratorium must be continued for another year.
Recommendation No. 9 (adopted)
That the moratorium on the appointment of permanent executive, professorial, and field staff enacted by the 114th General Assembly, be extended to the opening of the 116th General Assembly, recognizing the need to make interim appointments to fill vacancies until the conclusion of the moratorium.
Recommendation No. 10 (adopted)
That the following stipulations apply to all such interim appointments:
1. The appointment terminates with the conclusion of the moratorium, although it may be continued thereafter by the agency on a month-to-month basis while new staffing arrangements are being made final.
2. If at the conclusion of the moratorium a position for which nominations were called and a subsequent interim appointment made continues to exist, the interim appointee may, if the agency so decides and the appointee agrees, be recommended for permanent appointment without a further call for nominations.
3. Any interim appointee whose position no longer exists at the conclusion of the moratorium may be considered for appointment to any of the then existing positions, on the same terms as will be applicable to permanent staff members whose position becomes redundant during the moratorium.
Vote of Thanks
Recommendation No. 11 (adopted)
That all those, from Atlantic to Pacific, who made possible the response to the Call to Prayer and Strategic Planning by freely giving their time and talents as Facilitators and Recorders be thanked.
Recommendation No. 12 (adopted)
That the gratitude of the Church be expressed to Dr. Howard E. Gillies, whose contribution has been the foundation of the Call to Prayer and Strategic Planning, and who has been a model of Christian discipleship to all those who have worked with him.
Covenant Renewal
As an act to appropriately mark the involvement of congregations in and dedication to the fulfillment of the VISION arising out of the Call to Prayer and Strategic Planning, it is proposed that a special service of worship and dedication be held annually. While it is not essential that all congregations mark the occasion on the same day, it is felt that it would be good for as many as possible to use the same day. Reformation Sunday seems very appropriate. Arrangements have been made for the preparation of materials to assist congregations in planning this special Sunday.
Recommendation No. 13 (adopted as amended. Amended text on page 27)
That congregations be encouraged to annually designate one Sunday in the fall of the year, preferably Reformation Sunday, to celebrate a Service of Covenant Renewal which will focus on the VISION, noting that suggestions for planning this Service will be available through the Resource Distribution Centre.
Appendices
At the end of the Administrative Council’s report there are three Appendices relating to the strategic planning section of this report (see p. 234-36). The first appendix gives a historical sketch of the development and implementation of the strategic planning process. The second appendix refers to the two questionnaires used in connection with the process, while the third lists the Facilitators and the Recorders who so ably assisted the process.
SPECIAL COMMITTEE RE. KNOX & EWART (A&P 1988, p. 461-63, 34; 204-05,20)
Re: Work of Committee subsumed into strategic planning process until the 115th
Assembly
PRESBYTERIAN COLLEGE RECOMMENDATION No. 2, 1988 (A&P 1988, p.318,25)
Re: Committee to study issues relating to theological education
Council, in its report to the 114th Assembly, pointed out that the question of closer co-operation between Knox and Ewart Colleges as well as the financial difficulties presently encountered by Knox, Presbyterian and Ewart Colleges, are but pieces in the broader issue of how theological education is done in The Presbyterian Church in Canada and as such, must come under the scrutiny of the strategic planning process. Assembly agreed to subsume the Knox-Ewart discussions into the strategic planning process until the 115th General Assembly. It also agreed to refer recommendation 2 from Presbyterian College “to the Administrative Council in connection with the strategic planning process”. The recommendation stated:
That the Administrative Council be directed to appoint a representative committee of six to eight persons who are not faculty members or members of the senates or boards of our colleges to study issues relating to the work of Knox, Presbyterian and Ewart Colleges and our association with the Vancouver School of Theology, and that the committee report its findings, along with recommendations, to one of the 1989 meetings of the Administrative Council.
Council referred these two items to its committee responsible for the strategic planning process. The committee, as it developed the strategic planning report and recommendations, gave careful consideration to both items. At the spring 1989 meeting of Council the thrust of the Presbyterian College recommendation, as well as the idea of a Knox-Ewart merger, was considered at length, but in the end Council agreed to recommend to Assembly the concept of the amalgamation of all three colleges.
Recommendation No. 14 (adopted)
That Recommendation No. 2 of the 1988 report of the Senate of Presbyterian College be answered in terms of Assembly’s action on Recommendations 6 and 7 of this report.
Recommendation No. 15 (adopted)
That Assembly’s action on Recommendations 6 and 7 of this report be adopted as the answer of the 115th General Assembly to the referral given by the 113th General Assembly to the Special Committee Re. Knox & Ewart (A&P 1986, p.419,27), and that the Special Committee be thanked and discharged.
OVERTURE NO. 45, 1988 (A&P 1988, p.526-27, 18)
Re: Strategy for Future General Assemblies
Overture 45, 1988 from the Presbytery of Sarnia asked the Assembly to: develop a comprehensive strategy for the Church with an emphasis on decentralization; revamp the synods to reflect current realities; direct that synods assume full responsibility for developing and administering the mission and ministry of the Church within their bounds; revamp the boards and agencies structures; and provide for a triennial General Assembly rather than the present annual Assembly.
Several of these items are already under discussion as part of the strategic planning process. Therefore, Council is not yet ready to report on the Overture.
Recommendation No. 16 (adopted)
That permission be granted for Council to report on Overture No. 45, 1988 to the 116th General Assembly.
STRATEGIC PLANNING
ASSEMBLY COUNCIL (1992)
Council reported to the 1989 Assembly on the Strategic Planning exercise engaged in by the presbyteries of the Church and presented a VISION STATEMENT resulting from that process. As part of its report, Council recommended “that in order for congregations which have not yet done so to develop a VISION for their own setting, they be called to participate in the process of strategic planning during the fall of 1989 and the spring and fall of 1990; that the model developed by Dr. Howard Gillies be commended as appropriate for their use; that wherever possible they call upon the expertise of one of the facilitators trained for the events that took place in the fall of 1988; that they report to their presbyteries by December 31, 1990, re the VISION of their future which has developed.” The 1990 Assembly, on recommendation of Council extended the reporting date to the end of 1991.
In the fall of 1989 Council arranged for the training of additional facilitators and through 50 Wynford executive staff has encouraged congregations to develop their own VISION. Early this year questionnaires for congregations and presbyteries were developed and in February, 1992, sent to every session and presbytery. As of the end of March when Council met, replies had been received from 164 congregations and 10 presbyteries. This report is based on those replies.
Congregational responses
The questions addressed to the congregations were the following:
1. When did your congregation engage in a strategic planning process?
2. Did you make use of one of the facilitators trained by The Presbyterian Church in Canada?
3. How many people participated in the process?
4. What percentage of your households were represented?
5. Were the participants representative of your congregational demographics: men, women, youth?
6. What steps have you taken to put into place or action the plans that evolved from your
process?
7. What difference has strategic planning made in the life of your congregation?
8. Did you develop a vision statement? Has it influenced thinking about the future of your congregation? In what ways?
9. Did you develop a mission statement of purpose and has it proven helpful in ongoing
planning? In what ways?
10. The Presbyterian Church in Canada is going to be developing a mission statement. Out of your congregational experience what would you say should be key elements in that statement?
Fifty seven replied that they had not engaged in strategic planning. There were a variety of reasons but the most mentioned were size, rural setting and no incumbent minister. Several indicated that they would probably do something in the future.
One hundred and seven congregations have engaged in some form of strategic planning. With one or two congregations it has been an ongoing process since the 1970’s. In their replies they stressed the importance of continued planning, evaluating and renewing of goals for the congregation’s ministry and mission.
The bulk of the congregations have done strategic planning between 1988 and 1992. Some started and then stopped, but hope to pick it up again. Others are just in the early stages. Several congregations availed themselves of the services of one of the facilitators trained by The Presbyterian Church in Canada. However, the major number found the resource person in the congregation or in the community. Some ministers led their own congregations through the process after engaging in a workshop at presbytery. One congregation acquired and followed the manual prepared by Dr. Howard Gillies.
In terms of the number of people involved the range was from 12 to 450 depending on the design of the particular process.
These numbers represented from 10 to 100% of households. The average range was 40 to 60% of households. In the majority of cases, the demographics of the congregations were well represented. If any group was under-represented, it was youth.
The redirection of or new directions for ministry and mission that came out of strategic planning in these congregations were implemented in different ways. Sometimes, items were given to one person to carry forward. In other situations, standing committees were given broadened or new mandates or, new action groups were organized for specific purposes. Often, the congregational meeting decided upon very specific steps that were to be taken.
Several salient results flowed from a planning process being instituted in these congregations. Among the specific results cited were the following: people have a personal stake in the congregation, a more far-reaching sense of mission, communication more open, enthusiasm and intentionality about being a member of the church, issues better understood, focus for congregational leadership, changes in style of worship, increased youth group attendance, renovations to building to accommodate new programmes, and additions to staff. There were a few congregations where it was felt that strategic planning had made very little difference. In the majority of congregations, both a vision and a mission statement, or a combination of the two had been developed. The main comment with respect to these was that they were serving to keep the congregation more focused. They were very useful in setting goals and getting congregations back on track in terms of Christian education, stewardship, evangelism and church growth, and mission. People in the congregations were more hopeful and future looking. More people were volunteering for various leadership tasks. There was increased confidence among people as they sought to be the church in their community. One common thread was the intentionality with which the vision and the mission statements were kept in front of the congregations. Again, some replies reported that these statements had very little impact. Others said that it was too early to tell. Approximately one third of the of the respondents indicated that they had neither a vision nor a mission statement.
A number were reluctant to comment on what elements might be in a mission statement for The Presbyterian Church in Canada. There was a general opinion that such a statement should be brief and clearly depict the purpose of The Presbyterian Church in Canada. Further, it should be something with which congregations can identify. It should be concrete, challenging and dynamic, and should reflect the totality of the God’s ministry and mission in which God’s people are called to be engaged.. There should be a process for continual revision. Finally, one unique thought, it should be written in non-religious language.
Presbytery responses
The questions addressed to presbyteries were:
1. Has the presbytery actively promoted the idea of congregations engaging in a strategic
planning process?
2. What assistance has the presbytery given to congregations wanting to engage in such a process?
3. What number of congregations within the bounds have engaged in a strategic planning process?
4. What number of congregations still have an intention of doing strategic planning?
5. What number of congregations will not engage in such a process? What are some of the factors here?
6. Has the presbytery noted any difference in the life of the congregations who have engaged in strategic planning? What are some observations?
7. Has the presbytery itself engaged in a strategic planning process? What changes has this brought about? If not, will it considered doing so? Reasons for not doing so would be helpful.
Of the ten presbyteries that completed and returned a questionnaire, seven indicated that they had promoted strategic planning among their congregations. This was backed up with encouragement, provision of facilitators, and follow-up during Presbytery visits. Some had done nothing or very little to assist congregations.
The number of congregations ranged from none in one presbytery to all in another. The average was 4 to 9 congregations. Where applicable, there was knowledge of only two or three congregations which still had an intention of engaging in a strategic planning process. No numbers were given with respect to congregations which had no intention of undertaking strategic planning. However, the following reasons were stated: protection of turf; not applicable to our situation, especially rural settings; can’t be bothered; no desire or energy at this time; not a priority.
There are some congregations which have engaged in an informal processs for vision setting and do not identify it with strategic planning.
Presbyteries report that where congregations have engaged in a planning process there have been noticeable, beneficial results. Those listed included: a sense of purpose, easier to motivate members, improved stewardship and outreach programmes, better communication, new format for congregational committee structures, stronger pastoral relations, projects and programmes which excite congregations, smaller congregations strengthened and encouraged. Again, in some situations there is little discernible difference.
Six of the presbyteries indicated that they had engaged in some form of strategic planning for the work of the presbytery. The reports were both positive and negative: focus on fundamental issues and new ways of ministry, identification of sites for new congregations, not likely to have a lasting impact, no follow-up, very little change. One presbytery cited the difficulty in finding the needed energy and enthusiasm when the presbytery lurches from one crisis to another. Another presbytery saw a strategic planning process as being too costly with too few benefits. A rural presbytery saw a planning process as simply not applicable to their situation.
Conclusions
It appears from the replies to the questionnaires that congregations have benefited from their engagement in strategic planning. They have identified new directions for themselves in ministry and mission which is producing excitement and commitment among the people in those congregations. There are those congregations which for a variety of reasons have not attempted to plan strategically. Ways and methods for them to do this with a process that is appropriate for their size and location should be explored.
Recommendation No. 27
That the Assembly Council be asked to establish ways and means to continue to support the strategic planning process in those congregations that have engaged in such a process and to report ongoing results to the General Assembly.
Recommendation No. 28
That the Assembly Council be asked to develop a visioning and planning process that reflects the particular needs of small and rural congregations and design ways of assisting presbyteries in their motivation of these congregations to engage in such a process.
