PCJH Vision 2020

PCJH STRATEGIC FOCUS AREAS

2018 Embed the Bible Throughout PCJH

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Reinvigorate Children’s Ministries

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Ignite Youth Ministries

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Invest in Young Adult Ministry

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Build a Vibrant Small Group Ministry

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2019 Expand Outreach & Mission

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Develop a Clear Discipleship Path

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2020 Focused Effort on Sundays

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Leadership Development

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ONGOING Administration

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Financial Stewarship & Generosity

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Caring Ministries

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Ongoing Vision

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2018 STRATEGIC FOCUS AREAS

Embed the Bible throughout PCJH KEY OBJECTIVE : to empower all members to make Scripture a foundational and active part of their lives, as they apply God’s Word both in their personal life and in our church life as we serve together.

1. Why is this objective a priority, and how does this objective fit into the overall vision?

In February of 2017 the vision team conducted an online survey of its members and regular attendees called “Reveal.” After the study was completed, the results showed that PCJH was categorized as a “complacent church”. One of the primary characteristics of a “complacent church” was that people defined their spirituality almost exclusively by church activities.

Core convictions of beliefs, like the authority of the Bible or salvation by grace, were valued significantly low. The overarching vision is to see lives being transformed in Jesus Christ, which requires us to be a people who are firmly rooted in God’s Word. As a vibrant church, we want to be able to shape our lives and our mission around how God desires us to live. Isaiah 55:10-11 says, “As the rain and the snow come down from heaven, and do not return to it without watering the earth and making it bud and flourish, so that it yields seed for the sower and bread for the eater, so is my word that goes out from my mouth.” Embedding God’s Word in all that we do will cause lives to bud and flourish and ultimately be transformed.

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2. Who is going to be responsible for follow through?

Embedding the Bible will be the responsibility of each and every pastor, ruling elder and their respective teams, every deacon, every staff, and every leader in the church. It is our hope that the use of Scripture will permeate into all that we do—that it would be natural and expected for Scripture to be read whenever we gather together for whatever reason. We envision this to be an intentional effort so that others will follow the example of our leaders.

3. What might be the key issues or concerns that need to be thought through and addressed?

Key issues surrounding this would be how to equip and encourage our leaders to see the importance and relevance of this as well as the implementation of each leader using their Bible. It would require creative thinking in how to best implement this value such as helping people who are not familiar with the Bible to get excited, explore and study it.

Some ideas might include: starting every church meeting or activity with a Scripture reflection, having Bibles more readily available in the pews and for following along during sermons, making Bibles and Bible devotionals available in the lobby, encourage Bible memorization, host a reading of the Bible-in-a-year campaign, and small groups.

“All Scripture is God-breathed and is useful for teaching, rebuking, correcting and training in righteousness, so that the man of God may be thoroughly equipped for every good work.” u 2 Timothy 3:16-17

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2018 STRATEGIC FOCUS AREAS

Reinvigorate Children’s Ministries KEY OBJECTIVE : to develop a thriving, comprehensive, Biblically-based ministry with faithful, dedicated volunteers who provide leadership, vision, and energy in order to reach more children and their parents with the love of God in Jesus Christ.

1. Why is this objective a priority, and how does this objective fit into the overall vision?

PCJH has historically been a church that reaches children. It’s part of our DNA. We believe that our children belong to the body of Christ as well. We strive to reach out to children in order to nurture them in their spiritual formation. Our hope is to support them as they go through trials and difficulties, to give them a foundation in their Christian faith, and to offer opportunities to share God’s love. We also believe that we work best when we partner with parents in their spiritual growth.

The purpose statement for the children’s ministry is as follows: The Children’s Ministry at PCJH strives to serve our community’s children and their families in order that they, 1. Know and experience the love of Jesus, 2. Provide intentional, engaging experiences for children and families that nurture our Christian faith, 3. Shape character and build trusting relationships, and 4. Participate in the restoration of God’s Kingdom.

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2. Who is going to be responsible for follow through?

While this naturally falls at the feet of the children’s ministry team, it really cannot stay there. How we view children in our midst requires a shift in our church with the participation of the entire congregation.

3. What might be the key issues or concerns that need to be thought through and addressed?

The issues surrounding children’s ministry are vast and important. The vision team suggests looking at the development of consistent and dedicated volunteer leadership, strengthening and equipping parents in areas of life and faith, assessing the needs of our community and how we might be able to meet those needs, and evaluating the programs to ensure they are all in line with the vision and mission of the church.

“Start children off on the way they should go, and even when they are old they will not turn from it.” u Proverbs 22:6

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2018 STRATEGIC FOCUS AREAS

Ignite Youth Ministries KEY OBJECTIVE : to develop a sustainable, vital youth ministry, instilling in the congregation a vision of what it means to be a dynamic, motivated people for Christ that fully includes youth.

1. Why is this objective a priority, and how does this objective fit into the overall vision?

The youth ministry (middle and high school students) is vital to the church’s health and influence. This particular life stage requires focus, intentionality, and purpose. Youth ministry requires a different focus but the goal is the same—to see lives being transformed in Jesus Christ.

3. What might be the key issues or concerns that need to be thought through and addressed?

The chief concerns are diverse and extensive.

The youth ministry team will continue to look at what it will take to build and sustain the youth ministry with consistent volunteer leadership.

Hiring a full-time youth (and young adult) coordinator will most likely be an important aspect for developing the youth ministry. The youth ministry team is also looking at bringing back the annual youth mission trip; regular youth gatherings; being a presence in the schools and at sporting events; offering retreats, lock-ins, and camp experiences. The team will continue to pursue our partnerships with Young Life and Fellowship of Christian Athletes.

2. Who is going to be responsible for follow through?

While this naturally falls at the feet of the youth ministry team, it really cannot be isolated there.

How we view youth ministry requires a paradigm shift in our church, to include participation of the entire congregation.

“Even youths grow tired and weary, and young men stumble and fall; but those 6

who hope in the Lord will renew their strength. They will soar on wings like eagles; they will run and not grow weary, they will walk and not be faint.” u Isaiah 40:30-31 7

2018 STRATEGIC FOCUS AREAS

Invest in Young Adult Ministries KEY OBJECTIVE : to develop a thriving, vital young adult ministry, that comes alongside young adults, (ages 18 to thirty-something) as they establish their beliefs in Christ and deepen their faith.

1. Why is this objective a priority, and how does this objective fit into the overall vision?

Our church survey showed that our young adult population was noticeably small compared to other age groups within our congregation. Like the children and youth ministry, the young adult ministry is vital to the church’s health and future.

This particular life stage requires focus, intentionality, and purpose. Young adult ministry requires a different focus but the goal is the same— to see lives being transformed in Jesus Christ.

3. What might be the key issues or concerns that need to be thought through and addressed?

First, we will need to form a young adult ministry team. The young adult ministry team will need to look at what it will take to build and sustain the young adult ministry with consistent volunteer leadership. Hiring a full-time young adult (and youth) coordinator will likely be an important aspect for developing the young adult ministry.

The young adult ministry team will look at the most effective way to gather young adults on a year-round weekly basis. In addition, the team will look at bringing back a PCJH summer internship program in partnership with Whitworth University. They will also look at potential partnerships with Jackson Hole Mountain Resort (winter) and A Christian Ministry in the National Parks (summer) to seek ways to do more outreach to the young adult population working in these seasonal areas. A big dream would be to look at the possibility of forming a Discipleship House / intentional community of young adults in Jackson Hole.

2. Who is going to be responsible for follow through?

While this naturally falls at the feet of the young adult ministry team, it really cannot be considered a silo there. How we view young adults in our midst requires a paradigm shift in our church.

Follow through will be led by the young adult ministry team with the participation of the entire congregation.

“Don’t let anyone look down on you because you are young, but set an example for the believers in speech, in life, in love, in faith and in purity.”

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u 1 Timothy 4:12

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2018 STRATEGIC FOCUS AREAS

Build a Vibrant Small Group Ministry KEY OBJECTIVE : to build a structured small group ministry of equipped and faithful lay leaders in order to encourage and challenge every person who calls PCJH their church home to participate in a small group.

1. Why is this objective a priority, and how does this objective fit into the overall vision?

It cannot be emphasized enough just how important gathering in small groups is to the life of the church. Small groups provide the opportunity for the congregation to become better acquainted, to build support, to offer safe places for spiritual growth, and foster a greater sense of purpose of what it means to belong to a church. It meets the needs for people to love, and experience love from others. It can also inspire leadership and equip people to serve others. A small group is an example of a community rooted in Christ and reaching out in love. Over and over again, small groups have been identified as one of the key ingredients of helping a complacent church become a vibrant church.

2. Who is responsible for follow through?

The vision team sees this as perhaps either a subset of the Adult Ministry team or as a new ministry team altogether. It would require a prioritization for the leadership and for the ministry team to see this as a viable means for Christian growth.

3. What might be the key issues or concerns that need to be thought through?

The team would need to address everything from philosophy and purpose, expectations, and organization. Small groups would need structure and flexibility due to our highly mobile and seasonal congregation. Issues would include equipping, and encouraging small group leaders; making it simple and compelling for all members to participate in a small group; and having excellent administration, evaluation, and ongoing oversight of the program.

Each small group would meet regularly with a clear time commitment, and implement specific elements yet to be determined by the small group leadership team (i.e. prayer, Scripture reflection, etc.)

“They devoted themselves to the apostles’ teaching and to the fellowship,

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to the breaking of bread and to prayer. Every day they continued to meet together in the temple courts. They broke bread in their homes and ate together with glad and sincere hearts, praising God and enjoying the favor of all the people. And the Lord added to their number daily those who were being saved.” u Acts 2:42, 46-47 11

2019 STRATEGIC FOCUS AREAS

Expand Outreach and Mission

2. Who is going to be responsible for follow through?

KEY OBJECTIVE : to focus our efforts and financial resources generously and sacrificially in order to reach out in love to those who are in need locally, regionally, nationally, and globally.

Naturally this will lean on the mission team with the support of the finance and stewardship teams.

It is the hope of the vision team that this idea of being people who have been called and sent to serve Christ in our world would capture all of our hearts.

May we all find a way to expand our own personal outreach and mission through the church by giving of our time, talent and treasure.

1. Why is this objective a priority, and how does this objective fit into the overall vision?

3. What might be the key issues or concerns that need to be thought through and addressed?

PCJH does not exist for itself. It exists to be salt and light to our world. We have a long history of reaching others in service in the name of Christ.

There are significant challenges in our world today: locally, regionally, nationally and internationally.

In order for PCJH to move from complacency to vibrancy, we need to boldly and thoughtfully address the needs of our community, nation and world in Christ’s name. Expanding our outreach and mission emphasizes our call to be a community reaching out in love and our desire to see lives being transformed in Jesus Christ.

The issues and concerns to be addressed would be around how to expand our culture of generosity, and how we can increase our mission impact. This also may include discussion regarding our four-acre property and how it might be used. It means engaging in the idea of how we might address the needs of our community in areas of housing, the needy, the marginalized, and poor. We would encourage a look at how we support our mission partners, our missionaries, our Presbytery, and perhaps explore new mission fields.

“But you will receive power when the Holy Spirit comes on you; and you 12

will be my witnesses in Jerusalem, and in all Judea and Samaria, and to the ends of the earth.” u Acts 1:8

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2019 STRATEGIC FOCUS AREAS

Develop a Clear Discipleship Path

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2. Who is going to be responsible for follow through?

KEY OBJECTIVE : to develop a clear path of discipleship using curriculum and experiences that would guide, invigorate, and lead us towards spiritual maturity in Christ.

This will require the adult ministry team and assimilation team to work with the pastors in order to develop a clear discipleship path. The session, deacons, staff, and other leaders will need to support these efforts and reinforce the importance of discipleship by being examples and encouraging others to follow Jesus through the path our church develops.

1. Why is this objective a priority, and how does this objective fit into the overall vision?

3. What might be the key issues or concerns that need to be thought through and addressed?

A complacent church is “on a spiritual path to nowhere,” whereas a vibrant church has a clearly defined discipleship path. A vibrant church reinforces the principle that the goal of church activities and programs is to help people know God and develop a mature relationship with Christ.

Historically, the church’s primary goal is to follow the Great Commission given to us by Jesus: To make disciples of all nations. We want everyone to see this as our joyful calling, so that all might know the height, depth and breadth of God’s love in Jesus.

Discipleship is not just “knowledge” but also experience. It is putting our faith into practice.

The more we can help people walk this path of growing in their relationship to Christ, the more our church will be infused with energy and spiritual vitality. Our mission “to be a community rooted in Christ, reaching out in love” is what discipleship looks like. Transformation is what happens when someone truly becomes a disciple of Jesus.

Key issues and concerns would include thought and discussion around how to invigorate and create a path that works with our highly mobile and seasonal community. Establishing clear expectations and instilling a high commitment to discipleship will be a big challenge. We will need to think through different classes and opportunities to offer on a regular basis so that all may be encouraged, empowered and equipped to dig deeper as a disciple. We will need the path to be clear and simple, but it must also require intentional commitment. A look at Rick Warren’s church membership and discipleship model would be encouraged.

“Therefore go and make disciples of all nations, baptizing them in the name of the Father and of the Son and of the Holy Spirit, and teaching them to obey everything I have commanded you. And surely I am with you always, to the very end of the age.” u Matthew 28:19-20 15

2020 STRATEGIC FOCUS AREAS

Focused Effort on Sundays KEY OBJECTIVE : to focus our efforts on Sunday mornings by putting our best foot forward and strategically creating opportunities for people of all ages to engage in the life of the church through fellowship, spiritual formation, and service.

1. Why is this objective a priority, and how does this objective fit into the overall vision?

Our biggest day as a church is Sunday. This is when the majority of our members and regular attendees gather together at one time. Childcare is already provided for those in need of childcare. There is great potential and opportunity for us to have Sunday mornings make a greater impact on more people in order to increase involvement and spiritual growth in the life of the church. Therefore, “communing” with greater intentionality makes greater sense. In addition to worship, we would like to see people engage in Christian community through fellowship, spiritual formation, and service on Sunday mornings in order to fulfill this vision and accomplish this mission on a day when most everyone is together.

2. Who is going to be responsible for follow through?

This would be a joint effort with the worship team, congregational life team, children’s ministry team, youth ministry team, adult ministry team, mission team, and caring ministries team. They all play a role in creating a high impact Sunday.

3. What might be the key issues or concerns that need to be thought through and addressed?

Key issues would include a range of ministry areas that would all need to be emphasized in order to make a high impact Sunday. These areas would include: excellent hospitality; inspirational worship; strengthening our Christian Education programs in children, youth and adults; creating small group opportunities before and after worship; fellowship opportunities; prayer ministry; occasional all-church gatherings with a meal in between worship services; occasional service opportunities in the community after worship; occasional bring-a-friend Sundays.

“Let us not give up meeting together, as some are in the habit of doing, but let us encourage one another – and all the more as you see the Day approaching.”

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u Hebrews 10:25

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2020 STRATEGIC FOCUS AREAS

Leadership Development KEY OBJECTIVE : to build on the Clear Discipleship Path by providing leadership development for individuals who would like to develop their Christian leadership abilities inside and/or outside the church.

1. Why is this objective a priority, and how does this objective fit into the overall vision?

We cannot underestimate the importance of cultivating leaders who know God from experience, are biblically secure, theologically informed, and skilled to empower and move the church forward.

If we want to make a difference in our community and even our world, it takes dedicated, gifted leadership to be on the front lines of what God is calling us to be and do. We do not want our church to be seen simply as a dispenser of religious goods but a dynamic community equipped and excited to engage in our community in vital and meaningful ways. Development of leaders means we increase our spheres of influence for Christ’s mission.

2. Who is going to be responsible for follow through?

At first, this would be found in the Christian Education programs: adult ministry, children’s ministry, and youth ministry. It could also be part of the assimilation team in helping people understand their gifts. Yet, like some of the other objectives, it would require the intention of all ministry teams to reflect and implement quality leadership identification and development. The pastors would also play a significant role in identifying leaders and encouraging them to understand their unique gifts and calling, as well as to develop their character and skills as a Christian leader.

3. What might be the key issues or concerns that need to be thought through and addressed?

The vision team discussed capitalizing on things we are currently doing and seeing if we might be more intentional with them, such as following up on the Global Leadership Summit, or offering leadership seminars and workshops. It might include instigating a “Leadership Institute/Academy” or developing programs like Rick Warren’s S.H.A.P.E. program. The goal would be to identify, equip, and empower quality leadership for the future of PCJH, our community, nation, and world.

“Do not conform any longer to the pattern of this world, but be transformed

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by the renewing of your mind. Then you will be able to test and approve what God’s will is – his good, pleasing and perfect will.” u Romans 12:2 19

OTHER STRATEGIC FOCUS AREAS

Administration KEY OBJECTIVE : to enhance our administrative effectiveness by aligning staff to fulfill administrative needs, utilizing new technology to increase the effectiveness of our administrative systems, database, volunteer management, and communications (website, media, newsletter, texting, etc.)

1. Why is this objective a priority, and how does this objective fit into the overall vision?

In order for the church to function with excellence and efficiency, we want to make sure that we are using our time and resources wisely and effectively.

Administration is one of those “invisible” objectives that plays a very critical role in the ability of the church to be who we are called to be. With the right resources the church multiplies her ability to reach her fullest potential.

2. Who is going to be responsible for follow through?

This will involve follow through by the administrative staff and volunteers of the church with the guidance of the senior pastor and personnel team.

3. What might be the key issues or concerns that need to be thought through and addressed?

The issues here would include a thorough examination of administrative staff structure in order to ensure that all our administrative needs are being met. It would include a constructive evaluation of the current database and the efficacy of it. It would look at the use of volunteer recruitment and management processes. It would assess our communication tools and strategy in order to ensure excellent communication with our congregation and marketing to our community.

“We have different gifts, according to the grace given us. If a person’s gift is leadership, let them govern diligently.” u Romans 12:6, 8 20

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OTHER STRATEGIC FOCUS AREAS

Financial Stewardship & Generosity KEY OBJECTIVE : to increase our financial strength and generosity as a church by faithfully contributing to our six-month “rainy day” fund and by encouraging and educating our members in generosity.

1. Why is this objective a priority, and how does this objective fit into the overall vision?

Stewardship and generosity are considered essential spiritual practices for Christ followers. As we grow from a complacent church to a vibrant one, giving should naturally increase as well. Someone who is rooted in Christ will begin to grow in their understanding and practice of good stewardship.

Someone who is generous will ultimately be reaching out in love. Our finance and stewardship teams have encouraged us to build a six-month “rainy day” fund in order to be responsible stewards and ensure our financial strength in good and bad times. Also, our church survey showed the spiritual discipline of “tithing” to be an area that needs strengthening and growth in our congregation. These spiritual practices of stewardship and generosity empower us to live out our vision and mission.

2. Who is going to be responsible for follow through?

The finance team and stewardship team would be responsible for follow through with the guidance and support of the senior pastor and Session.

3. What might be the key issues or concerns that need to be thought through and addressed?

The stewardship team is already on a great path to explore ways on how to increase our understanding of generosity. Regular sermons and educational opportunities on the topic of stewardship and generosity have been implemented and will continue. We also want to continue building transparency and trust with our communication and reporting.

We are already contributing to our “rainy day” fund and will continue to do so until we have six months of our operating budget saved. Other issues would be how to communicate our giving, how to increase our giving, and to dream big as to how faithful stewardship is lived out.

“And God is able to make all grace abound to you, so that in all things at all times, having all that you need, you will abound in every good work.”

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u 2 Corinthians 9:8

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OTHER STRATEGIC FOCUS AREAS

Caring Ministries KEY OBJECTIVE : to restructure our deacon ministry in order to better care for the variety of needs within our church family and our local community.

1. Why is this objective a priority, and how does this objective fit into the overall vision?

In almost every interview the team conducted, respondents mentioned the warmth and welcoming atmosphere of our congregation. Not only that, but we see ourselves as people who really care about one another. That’s a value we don’t want to slip away.

The team also found some gaps in how we care for one another. We need and want to pray for each other, to offer support when trouble comes, to grieve with one another, to celebrate with one another, to offer help when help is hard to find. That’s what it means to be a church that demonstrates Jesus’ love in tangible, real ways. Being a “Good Samaritan” means we go out of our way to show compassion and be agents of healing and hope. As we become who God created us to be, God’s nature is revealed to others as caring, kind, and of course, loving.

After all, God is love.

2. Who is going to be responsible for follow through?

This is naturally placed in our deacon ministries.

These incredible people have vision, passion and a deep calling to serve others.

3. What might be the key issues or concerns that need to be thought through and addressed?

If the deacons embrace this vision, then most likely they would want to re-examine the current structure of the deacon board in order to help mobilize people to effectively provide better care. Other deacons may want to explore expanding the prayer ministry of PCJH, develop visitation ministries, provide the Lord’s Supper to the homebound, reignite the Stephen Ministry, or add new caring ministries to address additional needs such as grief, divorce, or mental illness.

“For even the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many.”

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u Mark 10:45

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OTHER STRATEGIC FOCUS AREAS

Ongoing Vision KEY OBJECTIVE : to make vision-casting an ongoing process within the life of PCJH so that we can monitor our progress, stay focused, and adapt to new challenges moving forward.

1. Why is this objective a priority, and how does this objective fit into the overall vision?

Regardless of all that the church is doing, we want to always be malleable to the leading of the Holy Spirit.

The church doesn’t belong to us, it belongs to Christ alone. We do not want to follow a path that God has not called us to travel. Thus, an ongoing vision team designated to watch, pray, and seek the wisdom of God alongside the leadership of the church will become a new priority. This ongoing vision team would be able to monitor and make the various adjustments in our journey. One of the images we have from the vision process is of a tree. The vision team is tending to the tree, like a gardener, to help it along as it grows and transforms.

2. Who is going to be responsible for follow through?

The vision team would be responsible for follow through under the guidance of Session.

3. What might be the key issues or concerns that need to be thought through and addressed?

The vision team suggests meeting regularly with a rotation of persons on the team, including at least one ruling elder and the pastors. They will need to outline clear expectations of the team’s role, and think through how to best partner with staff and session. The vision team would be responsible for the evaluation of our progress towards fulfilling our vision, mission, values, and strategic focus areas.

“Where there is no vision, the people perish.” u Proverbs 29:18 26

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What steps will you take to help PCJH fulfill its vision to see lives being transformed?

“Transformed people transform people.”

Transformation begins with roots of trust in Jesus Christ.

Transformation develops within Christ-centered community.

Transformation multiplies as we reach out in love.

Transformation continues throughout our lives

Will you join us on this journey of transformation?

1251 South Park Loop Road, Jackson, WY 83002

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pcjh.org

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307- 734 - 0388