TRINITY TOMORROW: VISIONING TOGETHER A STRATEGIC PLAN
Why is this important?
Having just celebrated its 70th anniversary it is time for Trinity to faithfully discern ‘next steps.’
There is immense joy for what has been and for what is now. There is great anticipation and wondering as to what the future holds.
It is fair to say that Trinity is at a crossroads.
Though Trinity is an active and enthusiastic congregation, legitimate concern exists about what might be ‘down the road.’
Financially, the budget reflects the life of a vibrant congregation, and is achievable. However, financial stability is in many ways a short-term reality, as income streams must always be maintained and secured. This has become an ever-increasing challenge.
People wise, how can the congregation attract and retain new people? Money wise, can sufficient income continue to be generated with what the congregation is consistently giving?
Of note:
➢ Descendants of founding and long-standing families have moved away or have left church life.
➢ A significant exodus continues to occur from the congregation by people simply moving away.
➢ Many of the most deeply committed financial supporters of the congregation have a limited time horizon, especially as these individuals move to retirement settings or further afield to be closer to their families.
➢ A diminishing total of offerings is being given each year.
➢ A diminishing number of people are contributing.
➢ Fewer people are donating larger amounts each year.
It is time to articulate a vision of what the congregation can aspire to be and do.
Our Purpose, Our Plan
To grow Trinity, and therein to intentionally nurture its vitality and development, requires an earnest consideration of what the future could and must look like. The congregation is served well by an intentional asking and answering of ‘big’ and at times tough questions, then setting attainable goals, followed by quantifiable and measurable objectives.
Since 1953 Trinity has stated:
The enduring mission of this congregation is to worship and serve God, through faith in Jesus Christ and the power of the Holy Spirit.
Further, we have come to know ourselves and be known by others as a congregation faithful in both receiving and being God’s ‘Amazing Grace. Warm Embrace.’
It is also declared from Living Faith, our Presbyterian Church in Canada statement of Christian Belief: “The Church is Jesus Christ together with His people called both to worship and serve him in all of life.” (Living Faith 7.1.1)
Together these statements are the starting point for our present strategic plan.
In a 2016 White Paper in the Harvard Business Review entitled “The Four Key Elements of a Strategic Plan”, the authors commented that “strategy unlinked to execution is, in essence, wishful thinking.” They also concluded companies that have successful plans “empower their people to make them real.”
It can be easy to write a strategic plan. The challenge is to quantify the elements, estimate the costs and dare to execute them. Many organizations write a plan, or in another way, declare the goals, but prove unable, for a multitude of reasons, to reach the goals, let alone to establish the objectives to reach them.
➢ A goal is a description of a destination.
➢ An objective is what we need to do to get to the destination.
Goals
Two goals have been identified to enable Trinity to reach long-term viability:
1. Grow the congregation to the level of a ‘program church.’
2. Achieve lasting financial stability.
A Vision of Congregational Size
Arlin J. Routhauge in his book entitled Sizing up a Congregation for New Membership Ministry wrote that those attending Sunday services “determined many aspects of the life of the congregation.” He
went on to identify four levels of churches:
1. Family Church with fewer than 50 people in attendance at Sunday worship
2. the Pastoral Church with 50 to 150
3. the Program Church with 150 to 350 and
4. the Corporate Church at more than 350 including two or more services on Sundays.
Routhauge went on in some detail to describe the attributes of each size of the church and the implications for staffing and space requirements. His theory is but one of many, yet it is helpful in getting a sense of where Trinity is at and where it can aim to be.
Mindful of the challenges, still, as it has for many years, Trinity is aspiring to be a Program Church, as can be seen by our physical plant, program life, and staffing model. The present facility was built for such a sized congregation, and to aim to be less is to face even more greatly the dilemma of what to do with a building that is too big for the congregation to which it belongs.
Presently, a highly successful rental program deals in part with this reality, enabling the congregation to enjoy many of the benefits of its large facility. As has been the case for many years, Trinity needs additional resources and congregational participants to fulfill the definition of a Program Church. It has long sought to be this, including building for this. The dream of a Program Church remains elusive, yet still an admirable goal.
An Inventory
Strengths:
➢ The congregation is committed to preserving and growing the Church.
➢ Trinity is blessed with many passionate volunteers.
➢ The people of Trinity care deeply about the mission and programs of the Church.
➢ The people of Trinity have talent, expertise, wisdom, and faith to carry the Church well into the future.
Weaknesses:
➢ The congregation is not as well informed as it could be about the challenges that face Trinity over the next three to five years.
➢ The aging population of the congregation could result in a decline in those able to attend weekly services or events.
➢ Declining envelope revenue over the years has not been sufficiently replaced by other sources.
➢ Insufficient membership growth to the level whereby the congregation possesses the ability to provide the services that are expected of a ‘Program Church.’
Opportunities:
➢ To seek creative ways to attract new people to join Trinity.
➢ To obtain new sources of revenue that can provide long-term financial stability.
➢ To make the best use of our outstanding facilities, location, A/V technology and existing human resources to further the mission of the church.
➢ To continue the dialogue about what is best for Trinity going forward.
Threats:
➢ Challenges facing The Presbyterian Church in Canada as a whole, namely a decline in the number of congregations, an increase in pulpit vacancies, and a general reduction in church life participation and financial support.
➢ Failure to plan for the inevitable major facility expenses that have been identified in the 2020 ‘Building Condition Assessment’ report could result in a catastrophic draw on the funds that have been set aside for growth.
➢ Failure to plan for the increased revenue that will be required for up to five years will result in reductions in programs and postponing Human Resources hires.
➢ Failure to plot a future direction for Trinity could result in a further decline in the congregation.
Questions and Objectives
The questions below were either posed by people who attended the ‘Trinity Tomorrow: A Time to Vision Together’ luncheon on May 28th, 2023, or submitted independently to the Clerk of Session.
These questions are centered around the four primary components of our governance structure, in which each of our eight ministries find their place. The terms of reference for each ministry can be found in the congregation’s ‘Leadership Handbook.’
These questions have in turn led to objectives, which together speak to the goals noted above.
GROWING IN FAITH
Worship Ministry
Is our approach to worship relatable and meaningful today and for the future?
Objective #1: Invite the people of the congregation to share their thoughts about worship, inclusive of things they would appreciate being addressed or experienced in worship.
Objective #2: Invite the people of the congregation to engage more intentionally in music ministries by offering greater invitations to comment and participate.
Is the order of worship, inclusive of music, prayers, proclamation etc. easily understood, respecting that for some people English is a second or third language?
Objective # 3: Monitor and adjust/adapt as best possible communication by those in worship leadership to ensure everyone is positioned to understand what is happening.
Education Ministry
How can we best enhance our Christian Education ministry?
Objective #4: Offer Youth and Young Adult Bible studies, including on Zoom.
Objective #5: Offer Adult Bible studies on Zoom.
Objective #6: Establish a consistent time for a Youth and Young Adult Ministry to meet, monthly or weekly, including on Zoom.
Objective #7: Rekindle a weekend ‘children and families’ program like Messy Church.
Objective #8: Increase awareness of and access to the information and educational webinars offered by the National Church and Knox College.
Objective #9: Hire a Sunday nursery and church resource worker, at four hours a Sunday (note HR).
LOVING OUR NEIGHBOUR
Missions Ministry
How does Trinity balance the need to help those less fortunate with the need to support and steward the people who call Trinity home?
Objective #10: More fully promote the Benevolent Fund.
Objective #11: Be increasingly intentional, yet discreet, in asking/identifying if someone needs help.
Objective #12: Invite representatives from Trinity’s mission partners to speak about the work of their charity, as a stewardship activity.
BUILDING RELATIONSHIPS
Congregational Life Ministry
Can we increase meaningful and timely pastoral care?
Objective #13: Increase the visibility of Pastoral Care Team members.
Objective #14: Increase the awareness of Ruling Elder Districts, inclusive of the elders
serving on them.
Connections Ministry
How can the congregation recruit new people to join Trinity?
Objective #15: Strengthen awareness of and invitation beyond the congregation to the things that are happening at Trinity; example, Church School, Youth and Young Adult Ministry events.
Objective #16: Hold at least two events especially focused on inviting and welcoming newcomers to visit Trinity.
Can we communicate better?
Objective #17: Develop guidelines for welcoming new people to Trinity.
Objective #18: Produce a photo directory of the people of Trinity.
Objective #19: Reach out to the people dwelling in the apartments to the west of the Church and beyond.
Objective #20: Actively recruit a convener and members for the Connections Ministry.
SUPPORTING OUR LIFE AND WORK
Facilities and Grounds Ministry
What are the improvements needed to enhance and maintain the congregation’s facilities and grounds, both short and long-term, and what are the financial implications of doing so?
Preamble to Objectives #21-22: The Facilities and Grounds Ministry manages, through the Church Manager, Trinity’s space use, including ensuring the congregation’s support of not-for-profit mission partners such as Alcoholics Anonymous and the rental of space as income generation. Proper maintenance and repair of the facilities and grounds, including having excellent service providers, aid the congregation’s life and its capacity to rent. From time to time, capital repairs and/or improvements need to be undertaken.
Objective #21: Investigate and present to Session for consideration, enhancements and/or renovations to North Hall and Founders Hall, such as sound baffles, fans, and additional washrooms, to benefit both the congregation, and present and future space users.
Objective #22: Continue to utilize the Building Condition Assessment report and the reports from excellent service providers to identify present and potential capital repairs, and/or improvements, and to respond accordingly.
Finance and Stewardship Ministry
How does Trinity reach long-term financial stability?
Preamble to Objectives #23-25: Trinity needs financial resources to meet its annual budget, including assigning a predetermined amount of revenue to the Growth Fund and Major Repairs Fund. Trinity needs to actively seek new sources, until equilibrium can be maintained. Some strategies include:
Objective #23: Increase the visibility and awareness of sources of giving, by reporting to the congregation and donors multiple times a year, including envelopes, PAR, Tithe.ly, special fund-raising initiatives, space use and other income.
Objective #24: Institute a major gift and planned giving program by inviting individuals, to determine their interest in making, for example, a one-time gift, a pledge over several years, or a gift in their will, including bequests and donations to the Memorial Fund.
Objective #25: Form associations with Presbyterian churches in proximity to Trinity for the purpose of fostering long term financial stability.
Human Resources Ministry
Is the present staffing model sufficient or in need of revision/enhancement? (see Appendix A)
Objective #26: Continue to be diligent in meeting the overarching objective of the staffing model, to ensure that the responsibilities of the minister and staff are aligned with Trinity’s present and future needs, mindful that the model cannot always be at full complement.
Objective #27 – note Objective #9: Hire a Sunday nursery and church resource worker, at four hours a Sunday (note Education).
How does the congregation retain, and recruit staff given its location and financial capacity?
Preamble to Objective #28: Session takes advisement relating to the retention and recruitment of a minister and staff from the Human Resources Ministry. The Minister actively participates in the Human Resources Ministry in holding the role of Head of Staff. This helps ensure that there is a clear reporting structure and a consistent culture regarding conduct and the delivery of support, service, and solutions. It is becoming increasingly apparent that cost of living and housing affordability are challenges that need to be addressed.
Objective #28: Prepare a resource to guide the Session and congregation toward greater understanding of and action towards the realities associated with the recruitment, onboarding and retention of a minister and staff members by Trinity.
OTHER QUESTIONS AND IDEAS
The questions and ideas listed below are not addressed further in this Plan. They were either posed by people who attended the ‘Trinity Tomorrow: A Time to Vision Together’ luncheon on May 28th, 2023, or were submitted independently to the Clerk of Session. They are included for interest and possible further consideration. They are appreciated. It is noted that where Trinity may not have the resources or space to accommodate these requests, they could be referred to government agencies or other charities.
➢ How can we assist people in the community to have a better quality of life such as learning English as a second language; use technology to combat loneliness; operate a coffee shop to give people work experience; referrals to help New Canadians and others in the community navigate ‘the system’ with legal, housing, government assistance, health, translating, etc.?
➢ Could we offer a store or food bank that provide for the needs of low-income residents in the community?
➢ Offer a hair cutting service.
➢ Consider a liquor license, so that the North Hall can be rented for weddings and similar celebratory events.
➢ What is the balance between services for existing members versus services for others beyond the congregation?
➢ How can the minister, staff, and congregation of Trinity prepare for the next pandemic?
➢ How can the minister, staff, and congregation reach out to those who are experiencing problems with mental or physical health and offer programs to assist?
➢ Can we arrange for computer technology for those that cannot afford it?
➢ How can we help new immigrants to become ‘street smart’ by sharing the knowledge and skills that we have learned over the years?
➢ Use the very large roof for solar panels to reduce electrical costs.
➢ Install electric charging stations in the parking lot to engage with the community and to generate revenue.
➢ Include a coffee shop at Trinity to attract the community.
➢ Acknowledging that Trinity has pondered an affordable housing concept is the past, revisit the concept again in September 2024 and compare it against other mission activities and revenue generating strategies that may have been implemented by then, respecting that constructing affordable housing at Trinity has the potential to support the community and to generate revenue for Trinity.
• Note: It is likely that constructing any form of affordable housing on the Trinity site would require a time horizon of more than five years, given the time needed to prepare drawings and to seek the necessary approvals. This longer-term strategy assumes that there would be a significant cash flow to make a real difference for Trinity. The challenge accompanying this approach is the disruption of the congregation and tenants during construction.
ENCOURAGEMENT
Deliberating on what the future holds can be and most often is a daunting task. However, without a blueprint to follow, it is even more difficult to grasp reality, monitor progress and fulfil potential.
In his book, Management Tasks and Responsibilities, Peter Druker saw strategy in terms of “the decisions we make today about a future that is inherently uncertain.” Peter Schwartz in his book The Art of the Longview stated, “my vision of the future no longer relies on a world without troubles or cares. Rather it is a world where challenges are realizable.”
As seen in the sections above, setting goals, asking questions, receiving responses, and establishing objectives is the genesis for developing this strategic plan; all so that the congregation can forge a direction with positive outcomes.
CONCLUSION AND TIMELINE
To realize positive transformational change, and considering why Trinity’s exists, together we have sought to gather the best ideas and develop a concise way of expressing them. We have further sought to integrate them into this one comprehensive document that clearly identifies the way forward.
Session worked to achieve this by assigning a small group to develop a draft framework for the strategic plan. This group presented to Session on March 21st, April 18th, and May 16th, 2023, after having sought questions and suggestions from our ministries. The congregation also participated in the process more fully on May 28th, 2023 It is acknowledged that, upon approval, the Plan will require monitoring, including holding a place for consideration within the next five annual congregational meetings, helping also to shape the budgeting process for the years 2024-2029.
