The First Presbyterian Church Of Cranford, New Jersey ... · The First Presbyterian Church Of...

The First Presbyterian Church Of Cranford, New Jersey

Mission Study

2015

Committee Members: Betsy Koehler (Chair)

Alex Hechevarria Chris Herbert Jean Wands

Catherine Felegi Randy Williams

Amy Aaroe Al Simone

Chris Kile, Pastor Elizabeth Alexander, Associate Pastor

Table of Contents: Introduction… ...................................................................................................................... 4

History of the First Presbyterian Church of Cranford… .................................................... 5

Demographic Overview… .................................................................................................... 6

Mission Statement… ........................................................................................................... 11

Statement of Beliefs… ........................................................................................................ 11

Strengths and Opportunities of the Congregation… ......................................................... 12

Strategic Plan… ................................................................................................................. 15

Summary and Conclusion… ............................................................................................... 25

Appendices: ........................................................................................................................ 26

Appendix A. Congregational Survey Results… .................................................................. 26

Appendix B. Focus Groups Results… ................................................................................ 28

Appendix C. Missions and Ministries of the First Presbyterian Church of Cranford… ... 30

Introduction… In mid-summer 2014, a Mission Study Team was formed at First Presbyterian Church of Cranford (FPCC), answering the call of our Pastor, Chris Kile. A Mission Study is strongly recommended by the Presbyterian Church USA (PCUSA) to be undertaken every 5 years. We see our study as a journey, calling it “Proceeding in His Footsteps” (PiHF) in order to determine where Christ has guided us in the past and where He is leading us into the future. Through prayer and with guidance from the Elizabeth Presbytery, the committee moved forward with this study. During the fall, we conducted a congregational survey as well as a number of focus groups. The 141 surveys were analyzed by PCUSA and the results of both the surveys and focus groups are included in this report. The survey results were broken down into four focal points: Building Spiritual Connections, Building Inside Connections, Building Outside Connections, and Building Identity Connections. In the spring, we met with several key church and township leaders and invited Session and the congregation for a final opportunity to contribute to the study. The report also contains the Mission Statement and Statement of Beliefs as well as a history of the church and demographics of the area served by our church. Using the study results and working closely with our church leaders, committees and various groups, we have included the strategic plans for First Presbyterian Church for the next 1, 3, and 5 years. In addition to what we learned from our study and our plans for the future, the study serves as a foundation for the work of the Associate Pastor Nominating Committee as it searches for our new Associate Pastor.

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History of the First Presbyterian Church of Cranford…

The FPCC has a long and interesting history. In 1832, a small group of residents began to hold services at the “Old Red Schoolhouse” on the corner of South Union and Lincoln Avenues. The services were primarily designated for children while the adults continued to attend The Westfield Presbyterian Church, already an established congregation. Josiah Crane was a superintendent of the Sunday School.

By 1850, under the leadership of Josiah Crane, 50 members decided to erect a new church building on Alden Street using land donated by Mr. Crane. The building cost $2500 with a seating capacity of 80-100 persons. This was the first church built in Cranford. In 1851, the church was formally organized as First Presbyterian Church of Craneville and fell under the direction of the Presbytery of Brooklyn. The church was transferred to the Presbytery of Elizabeth in 1870.

In 1867, due to a growing congregation, a decision was made to build a larger building on the corner of Springfield and North Union Avenues, the site of our present church. The cost of the building was $13,000 and would hold 300 persons. The Alden Street building was moved and attached to the rear of the new church to serve as a chapel.

By 1893, it became apparent that we needed a still larger building and at the cost of $30,820, our present church was built and dedicated in 1894. The sanctuary has remained unchanged except for the addition of the Narthex and alteration of the front entries in 1971. Improvements and expansions have taken place over the years, including the Education Building in 1951, Fellowship Hall in 1956 honoring George and Elizabeth Bates, and Memorial Hall in 1968. Memorial Hall includes administrative offices, the library, the music room, and meeting rooms. Over the years, FPCC has been blessed to have been shepherded by 18 pastors, many associate pastors, Christian Education professionals, talented musical leaders, and a dedicated administrative staff. In addition, the church has been guided by many volunteers in official capacities as well as unofficial roles. Two documents are available which give, in great detail, the work of these many individuals along with a history of the church as it has moved through the centuries. They are available for reading, Historical Notes in Celebration of the 100th Anniversary of the Sanctuary, June 19, 1894 – June 19, 1994 and Reflecting On Our Sesquicentennial Year, June 26, 1851 – June 26, 2001.

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Demographic Overview…

According to 2009-2013 American Community Survey 5-Year Estimates, the population of Cranford was 22,846. The township has a total area of 4.8 square miles. There are nine municipalities bordering the township of Cranford: Garwood and Westfield to the west, Springfield to the north, Kenilworth to the northeast, Roselle and Roselle Park to the east, Linden to the southeast, and Clark and Winfield to the south. For the purposes of attaining a more accurate Community Profile, it is necessary to consider these surrounding areas also. Note: The target area within the circle will be shown as “Selected Block Groups” in the following charts.

*Chart was adapted from PCUSA, Community Demographics Site which cited as Sources: US Census Bureau ACS 2013 5-year estimates. **Results for “FPCC” were obtained from our Church Report 2014. Snapshot of Cranford Education: Comprehensive public school system Several religious and private schools Home to Union County College main campus Transportation: NJ Transit trains and buses, including Raritan Valley Line to Newark and New York Newark Liberty International Airport (13 minutes away) Near Garden State Parkway, NJ Turnpike, taxi services Community Opportunities: Vibrant downtown with many shops and restaurants Groups: Elks, Scouts, Rotary, Jaycees, etc. Near beaches, theaters, museums, and New York City Recreation: indoor/outdoor pools, bike paths, County parks, canoe club, gym facilities, sports facilities, concert hall Religion: Over 20 Places of Worship including: Presbyterian, Jewish, Episcopal, Catholic, Lutheran, Baptist, Methodist, Jehovah’s Witnesses, and others

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In recent years, new apartment developments (Woodmont Station, Cranford Crossing, Riverfront at Cranford Station, 29 Alden, Northgate on Miln Street, and 4 Centennial Avenue) have brought new residents to town. According to a Star Ledger report, the 163 unit Woodmont apartments are attracting a younger demographic, with 68 percent of apartment residents 31 or younger and 20% 55 or older. Kathleen Prunty, Cranford’s director of business and economic development, states that typically downtown residents trend younger; however, the luxury apartments are drawing more of 55 and older residents. Many of those who have moved into Cranford Crossing and Riverfront are empty-nesters and baby boomers who have sold homes in Cranford, Westfield, and Scotch Plains. Research on religious life in America by the Pew Research Center indicates that the number of people who are unaffiliated with any religion is at an all-time high of 20%. In addition, 29% of people “seldom or never” go to church. This trend is more pronounced for the younger Millennial generation (those born between 1981 and 1994). While we do not have specific research on Cranford and our target area, we believe the same trends hold true here. In May, members of the mission study team met with the Superintendent of Schools and the Police Chief to gain insight into issues and challenges that the people of Cranford are facing. Our discussions revealed three main areas of concern among Cranford youth: 1) alcohol awareness, 2) bullying (including “gay bashing”), and 3) emotional distress/depression. Although many efforts to combat these issues were discussed, both leaders described the importance of building connections between the police department, schools, community groups, and churches. The police chief even touched on the potential for FPCC to provide pastoral care to the police force. Information gathered from these two leaders was helpful in our discerning areas of program focus and ideas for outreach into our community with the goal of building tighter bonds between FPCC, community groups and the people in town.

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Mission Statement… As the body of Christ inspired by the Holy Spirit, we seek to be faithful disciples, living our lives as a testimony of Christ's love for all. We welcome diversity, and we respect and care for all of God's creation. We seek to spread the Word and invite others to live Jesus' command to love one another as the Lord first loved us.

Statement of Beliefs… We believe that Jesus Christ is our Lord and Savior and that His grace and forgiveness are the foundations of all that we do. We believe God calls us as a church to live as Disciples of Christ through communal worship, music, prayer, education, fellowship, service and mission; and we seek to nurture and grow these ministries. We believe that Jesus Christ is the Living Word of God and that Holy Scripture, the written word, is our witness without parallel to His reconciling truth. All of Holy Scripture is inspired by the Holy Spirit and was written through human agency within particular historical contexts. His Holy Spirit even now enables us to interpret, understand and proclaim His reconciling truth in the world today. We believe we are called to proclaim the Word of God as we live our daily lives. We believe that Christian Education and Bible study for all ages are essential to the growth and renewal of our faith. We believe that children and youth are our future, and seek to find ways to meet their needs as we teach them the traditions and stories of our faith and provide opportunities for them to participate in the full life of the congregation. We believe that we grow in our personal faith and in our understanding of the mandate to “love our neighbor as ourselves” as we take our spiritual journeys together as Christians. We believe in reflecting God’s love as we reach out with compassion to all members of our church family and ALL people in the surrounding communities.

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Strengths and Opportunities of the Congregation… Identity: A. Strengths: FPCC sees itself as a very hospitable and welcoming congregation. We are very involved in church school, prayer, Bible study, and fellowship, to a greater extent than peer congregations. We are proud of our sanctuary and our large and plentiful school rooms and gym, and we are proud of its standing in the community. We perceive strength in our sense of togetherness, and feel that church is home. Our members care about one another. We are missed when we don’t come to church, and phone calls and visits are made and appreciated. B. Opportunities: Many respondents indicated that they would be interested in bringing a person to church, but less than one-third of people have done so over the past year. When we do have visitors, we can be more proactive in reaching out and welcoming them. Having greeters, or a visitors’ table in the Narthex, reaching out to newcomers by phone or letter immediately after the worship service can work wonders in encouraging people to return. Also, FPCC has several child-centered programs on site (Helen K. Baldwin Preschool, PrimeTime Before- and After-School Programs, Scouts). FPCC needs to do a better job of reaching out to those families. People who are new to an area are often receptive to the gospel. Those new people may include those who need specialized ministries: language assistance, help with government forms, or adjustments to American society. An influx of new residents (see Demographics) is an opportunity to reach out and welcome visitors to attend FPCC and get involved in our ministry. Toward that end, FPCC needs to focus on spreading information about our upcoming events and services as well as reporting on what we have done. Our website, use of Twitter and Facebook, email, newspapers, and online news are in use to some extent, but could be more consistent and frequent in order to be effective. A church brochure, post cards and mailings, and banners are all ideas that need further exploration, as well as taping our services for the local TV station. And in reaching out, we must not forget those who are physically limited, older, single, house-bound, or not online. Spiritual Growth: A. Strengths: FPCC members mostly volunteer in the community through church programs. In addition to the monetary contributions FPCC makes to organizations outside our church, FPCC serves the community through Scouts, the grief workshop (“Journey to Wholeness”), Helen K. Baldwin, PrimeTime, and Vacation Bible School. Our pastor is active in the Interfaith Human Relations Committee of the Cranford Clergy Council. We have a good start in developing small groups that help us work on our own spiritual growth. Presbyterian Women, Men’s Prayer Breakfast, and even the Knitting for Needs, provide safe places to discuss our faith and pray about our doubts. Survey results show that, while we are predominantly middle-aged and white, we do show great diversity in our theological beliefs. Very conservative and conservative respondents totaled 28%; 30% identified as “right in the middle;” and 41% stated they were liberal or very liberal. Respondents described our pastor’s style as “leadership that inspires people to take action.” We feel joy and God’s presence during worship, value the sharing of Holy Communion, and most members feel that the church impacts their lives. We value prayer and appreciate communal prayer during worship, our email prayer chain, and other opportunities to pray as a group.

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B. Opportunities: Finding ways to encourage more members to meet in small groups is a challenge, but we believe it is vital to the growth and well-being of our church. FPCC wants to provide chances for people to express their faith in action with activities that call to them. By communicating more fully what we have to offer, we can encourage others to step up and join, or even form, a group that enriches their faith. Our theological diversity also presents a challenge. FPCC members respect and appreciate the range of belief within the congregation. However, we don’t offer many opportunities to discuss or pray about the differences or talk openly, with love and respect, in order to examine our positions. Much of that is because we don’t wish to offend our friends, or even have our own assumptions challenged. We don’t want to “rock the boat.” A forum for talking about the “hard stuff” could be enlightening. The age distribution of our congregation is enlightening as well. The majority age group is composed of those 26 to 45 years old, the group most likely to have young children. It is therefore important to strengthen our programs for youth, from birth to 25. Youth Programs: A. Strengths: Members seem to be satisfied with what the church provides for youth, and according to the survey results, FPCC exceeds our peers in caring for young people. Indeed, 44% of our households consist of two or more adults and at least one child. Members see the large number of children that come forward during the Sunday Children’s Message and are encouraged at all the activity. Our Confirmands regularly take part in the worship service as ushers and liturgists. B. Opportunities: The Focus Groups may have indicated that members are satisfied with what the church brings for youth, but with 122 children enrolled in our Sunday School program, it is clear that children and youth must become a higher priority with fuller programs for families with children, in particular, and building spiritual connections with youth. In order for FPCC to grow, we must find ways to attract and retain families with children. FPCC is in need of a staff person who will guide, direct, inspire and develop a full children’s program, including Nursery through post-High School. We have also hired a Sunday School superintendent, beginning June 1st. One concern is keeping new Confirmands involved in church after they become members. A possibility for reaching that goal might be providing a post-confirmation Sunday School class. Initial steps have been taken to reinvigorate the Youth Fellowship with the hiring of a Youth Leader. Like an athletic team, it will take time to build a strong, committed base of kids who will continue on as they get older. With other churches and Sunday morning sports programs vying for the youths’ attention, we will have to be creative and adaptable. Other opportunities that can be explored are programs for older youth (18-25). Reaching out to youth also includes the “Millenials,” those born between 1981 and 1994. We must find ways to engage them in a way with which they are comfortable. And not all singles have the same needs. These ministries or groups may be focused on recent graduates, support for divorced persons, the bereaved, unemployed, or unchurched.

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Leadership Development: A. Strengths: We have a large percentage of lay leaders compared to peer groups. FPCC has a large group of Deacons serving in areas of hospitality and congregational care. The Session and Trustees are comprised of committed and capable team leaders who are inspired by our Pastors to stretch ourselves and be creative B. Opportunities: As with any group, many of our lay leaders are the same people, just wearing different hats. FPCC needs to develop and empower more members who can serve in varied roles to care for the congregation, the church, and the community. Helping members feel valued, following up on those who are missing from worship, and providing a source of help, solace, and prayer is also a priority. Introducing new people to work on the different teams, and having a strategy and process for bringing them up to speed and ready to move into leadership positions, is necessary to broaden the pool of leadership. Evangelism and Outreach is another way to increase our pool of leaders. Bringing new people to worship at our church, to attend community-wide events, to make use of the on-site schools are all ways to reach out. Physically visiting new members, new apartment complexes or sub-divisions, and new home-owners is might be required to reach a wider potential pool of members. Capital Improvements: A. Strengths: FPCC is truly blessed, and challenged, by a large facility. Our buildings provide a place for schools and scouts, worship and play, music and prayer. Members are justifiably proud of the beauty of our sanctuary and our outreach and position in the community. B. Opportunities: With such a large physical plant comes the responsibility and expense of keeping it safe, clean and attractive. And aside from maintaining our buildings, keeping them clean, and improving our energy efficiency, we must consider other ways we can use our site for outreach in the community. Opening our sanctuary and/or chapel for musical events, using Bates Hall for social events such as showers and receptions, theatre or arts presentations, and other ideas, require updates that will cost money. An updated, up-to-code, professional kitchen, a sanctuary with expanded sound and multi-media equipment, even pedestrian upgrades like carpet, heating, and refurbished rest rooms must be part of a long-range capital plan to enable FPCC to reach far into the 21st century, bringing the love, grace, and joy inherent in the mission of Jesus Christ to our members, our communities, and the world. The Trustees have already begun to put some of these plans into action. Responsible use of our talents, time and treasure, incorporated into a plan for reaching specific goals should reap many benefits for FPCC. Not just for the church, but for us as members, working together to shine Christ’s light on our world.

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Strategic Plan… The following pages set forth the strategic plan developed by the Mission Study Team (PiHF). This plan came from ideas and suggestions presented to us by the various Boards and teams of FPCC, the general congregation, the staff, and the Mission Study Team members as well. PiHF requested a “wish list” of goals and improvements, and some idea of how each team expected to achieve them. PiHF did not focus on funding at the early stage, but allowed people to think big. The final push was a “forum” held on June 7 after worship to show what PiHF had put together at that point and asked for final input from the congregation. The ideas were sorted into groupings that aligned with the categories we set up after the survey and focus groups were completed. These five categories are: Identity (how we see FPCC), Spiritual Growth, Youth Programs, Leadership Development & Congregational Care, and Capital Improvements. The Strategic Plan consists of two major parts. The first chart shows all five categories and columns for one-, three- and five-year goals. Within each year, for each category, are listed the ideas, plans, and programs that were compiled. These lists are intentionally broad and brief. The second part of the Strategic Plan consists of the following five charts. Each category has its own breakdown chart, also with one-, three-, and five-year columns. On these charts, there are some more details, including the various teams and staff which would contribute to these efforts, and each task is assigned to a specific team. PiHF also worked to develop follow-through; i.e., steps to completion or progress across all five years. PiHF recommends that Session develop a follow-up reporting process, requiring all teams and boards to provide progress reports 2 or 3 times per year. The details of each ‘task’ or project on the strategic plan is the responsibility of the team assigned to it, and each team will decide how and when to implement each project, with guidance from Session. The Strategic Plan means nothing if we do not take responsibility for implementation, adjustments, and changes. Financial Projections: As part of developing the Strategic Plan, PiHF also put together a set of five year operating and capital spending projections along with a roll-forward of the investment funds. Implementing the strategic plan as it is presented is predicated on being able to budget for additional staff, program, and mission resources, as well as capital improvements. Under a reasonable set of assumptions for pledge growth, staffing, missions, programs, expenses, and capital spending, we believe there are ample funds available to tackle the five year strategic plan. If actual income and/or expenses differ negatively from these projections, FPCC can adjust as needed. We have also noted the overarching aspirational goal of running FPCC on a balanced budget. Our projections show that the key contributing factor here would be increased membership and pledges. Lastly, we note that in planning for major building improvements and/or upgrades, FPCC must work to obtain multiple sources of funding including a capital campaign, bequests, and one-time gifts.

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Following the Strategic Plan charts are pages showing the financial projections for the next five years, and the investment funds roll-forward. While these estimates don’t take emergencies or surprises into account, PiHF feels this plan is realistic and shows that we can support the plans we have made. The first chart is a five-year financial projection showing expected income increasing, and also estimated but fairly realistic expenses which also increase. The details on where these totals come from is available from PiHF. Also on this page are many of the recommended capital improvements with estimated costs and year of completion. The second chart is a very basic and general look at our endowment funds and how they MIGHT be used to fund operations and capital spending. Read across the columns to see the projections for each year, including return on investment and year-end balances. PiHF took into consideration that some of these funds are dedicated, and thus not usable for Operating Expenses. Also, the Trustees have not yet set a minimum balance for the funds.

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2015 MISSION STUDY STRATEGIC PLAN -- OVERVIEW -- FIRST PRESBYTERIAN CHURCH, CRANFORD

YEAR 3 - SEP ‘17 - AUG ‘18 YEAR 1 - SEPT ‘15- AUG ‘16 YEAR 5 - SEP ‘19 - AUG ‘20

IDENTITY

LEADERSHIP DEVELOPMENT &

CONGREGATIONAL CARE

CAPITAL IMPROVEMENTS

SPIRITUAL GROWTH

YOUTH PROGRAMS &

SUNDAY SCHOOL

Conduct an Every Member Visit. Marketing/PR: Better Use of Media. Set up Transportation Network for ill/homebound. Increase Number of FPCC Social Activities and form a large team to manage them. Take steps to offer concert and lecture series.

Evaluate progress; new ideas. Are elderly, ill, shut-ins, disabled being accommo-dated? Establish 1-2 additional annual social activities.

Review Worship Alternatives; Expand/Change. Have 3-4 new Small Groups established and thriving. Plan and hold a Family Retreat.

Bates Hall refurbishment & kitchen complete. Elevator installed, if feasible. Re-evaluate the Capital Long Range Plan.

More diverse leaders, new members. Deacons reinvigorated for Cong. Care. A balanced budget for operating expenses, with a 3-5 year forecast.

Have a vibrant Youth Fellowship: 25-40 kids from 12 to 18 years, with a committed leader and sufficient resources. Create inter-generational mentorships. Have kids plan a bi-annual mission trip. Help kids develop an annual mission for fund-raising . Help kids work towards their hopes & dreams

Well-established, well-attended second wor-ship service. Stronger initiative to spread the Gospel. Have 15-20 small groups.

Bring in 25 Families (5/year). Retain 20 of them (4/year). Continue with social activities, concerts, etc., and evaluate their success.

Establish a core, consistent group of “Handy Per-sons” with a To-Do List; Hire a Sexton? Create and publish a capital long-range plan. Reduce garbage; increase recycling. Have an energy audit done. Reimagine the Library space. Complete: Carpets, Heating, Cleaning Crew. Plan for organ refurbishment/replacement.

Deacon Training for visiting, prayer and bringing Communion to shut-ins. Leadership training for non-leaders. Provide Adult Ed opportunities for Estate Planning. Hold training session for Sunday School teachers.

Reinvigorate a Youth Fellowship Program. Establish an active FaceBook page. Hire an AP to lead the CYT. Include youth in worship, inc. post-confirmation. Establish a “Praise Band”. Increase attendance at Sunday School. Explore new Sunday School curricula.

Expand Worship Choices (2nd service). Hire an Associate Pastor. Start More Small Groups/Bible Studies. Enlarge Adult Ministries. Engage families, singles, young, old. Expand Service & Mission opportunities. Establish a staff development program. Revive commemoration program: 50-yr member etc.

A well-established Youth Fellowship (Jr & Sr Hi). Plan additional interactive events for children. Plan one major, intergenerational, fund-raising event per year. Empower kids to be active participants in worship. Stay in touch with college students. Increase relationships with area churches.

Formalized succession plan for Boards and program continuity. See increased participation from men on church boards.

Re-evaluate the Capital Long Range Plan. Refurbish Thomson Kitchen. Have Bates Hall be financially self-supporting. Update bathrooms in all buildings. Have building & finance plans for Bates Hall. Determine feasibility of installing an elevator.

For details, see subsequent pages for each

Core Strength

“Proceeding in His Footsteps”

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SOURCES OF FUNDS:


IDENTITY

Evangelism & Outreach

Membership & Visitors

Stewardship

Church Fellowship

Deacons

Pastoral Staff (SP & AP)

Presbyterian Women

STEWARD. - Conduct an Every Member Visit. OUTREACH - Better Use of Media: Website, PR, Local Papers; Establish a Marketing/PR team. DEACONS - Set up a Transportation Network for the ill or homebound, with AP guidance. CHURCH FELLOWSHIP - Increase Number of FPCC Social Activities and form a large team to manage them. These events would be guided by Fellowship, but calling on a large pool of “helpers,” like PW and Youth. AP guides Deacons. DEACONS, AP/SP - Update the Deacons Handbook. DEACONS, AP/SP- Continue to visit sick and shut-in. STEWARD. - Bimonthly “Words for Witness”. STEWARD. - Publish 3-4 Pledge Updates. STEWARD. - Encourage the 40% who do not pledge to do so.

OUTREACH - Evaluate progress; try new ideas. MEMBERSHIP - Same. AP, DEACONS - Are elderly, ill, shut-ins, disabled be-ing accommodated? CHURCH FELLOWSHIP - Establish 1-2 additional an-nual social activities. DEACONS - Email outreach to college students. (See also Youth Programs.) AP, DEACONS - Enhance Visitation programs. STEWARD. - Pledging members increase to >70%. STEWARD. - Pledge amounts increase to more fully fund operating expenses. STEWARD. - Endowment freed up to support capital improvements and mission work.

OUTREACH: Bring in 25 Families (5/year). MEMBERSHIP: Retain 20 of them (4/year). STEWARD. - Pledging members >85%. STEWARD. - Pledges cover all operating costs, part of maintenance, and increased mission spend.

BUDGET/PLEDGES; ENDOWMENT; GRANTS (Presbytery, Synod, PC(USA) Fdn); CAPITAL CAMPAIGN; ONE-TIME GIFTS; BEQUESTS/ESTATE PLANNING

CORE STRENGTH & TEAMS

2015 MISSION STUDY STRATEGIC PLAN -- IDENTITY -- FIRST PRESBYTERIAN CHURCH, CRANFORD “Proceeding in His Footsteps”

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2015 MISSION STUDY STRATEGIC PLAN -- SPIRITUAL GROWTH -- FIRST PRESBYTERIAN CHURCH, CRANFORD

SOURCES OF FUNDS


SPIRITUAL GROWTH

Service & Mission (S&M),

Adult Ministries,

Worship & Music (W&M),

Deacons,

Church Fellowship,

Personnel,

Presbyterian Women (PW),


S&M - On-going participation in CESK*, Fish, Agape, Operation Warm Heart, Habitat project. S&M - Plan Biannual mission trip to Nicaragua or other area in need. S&M - Construct church rain garden. S&M - Coordinate with prison for ministry program. S&M - Increase total S&M budget to $30,000 for additional projects and seed money for church members to develop their own ideas. W&M, SP, AP - Review Worship Alternatives; Ex-pand/Change. ADULT MIN. - Have 3-4 new Small Groups estab-lished and thriving. CHURCH FELLOWSHIP, SP, AP - Plan and hold a Fami-ly Retreat. PW - Increase regular membership; send 1 or 2 women to PW Churchwide Gathering in 2018.

S&M - On-going participation in CESK*, Fish, Agape, Operation Warm Heart, Habitat pro-ject, and biannual mission trip. S&M - Well-established green projects: rain garden, recycling, rain barrels. W&M, SP, AP - Well-established, well-attended second worship service. EVANGELISM, SP, AP - Stronger initiative to spread the Gospel. ADULT MIN. - Have 15-20 small groups CHURCH FELLOWSHIP - Well-established se-ries of family-oriented social activities spread throughout the year.

BUDGET/PLEDGES; ENDOWMENT; GRANTS (Presbytery, Synod, PC(USA) Fdn); CAPITAL CAMPAIGN; ONE-TIME GIFTS; BEQUESTS/ESTATE PLANING

S&M - On-going participation in CESK*, Fish, Agape, Operation Warm Heart. S&M - Expand opportunities outside FPCC: Interna-tional (Nicaragua); possible prison ministry; Habitat for Humanity. S&M - Development of Church Green Team. S&M - Increase S&M budget by $3000 for more pro-jects (total budget $28,000). W&M, SP, AP- Expand Worship Choices (2nd service) PERSONNEL - Hire an Associate Pastor. ADULT MIN - Start More Small Groups/Bible Studies. ADULT MIN - Enlarge Adult Ministries. CHURCH FELLOWSHIP - Engage families, singles, young, old. PERSONNEL - Establish a staff development program to strengthen skills of both clergy and non-clerical staff. PERSONNEL - Establish a service recognition pro-gram to mark significant years of service (5, 10, etc.) PW - Make Horizons Bible study more available to those outside PW; advertise it more. * CESK = Cranford/Elmora Soup Kitchen

CORE STRENGTH & TEAMS


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2015 MISSION STUDY STRATEGIC PLAN -- YOUTH PROGRAMS -- FIRST PRESBYTERIAN CHURCH, CRANFORD

SOURCES OF FUNDS


YOUTH PROGRAMS

Children & Youth (CYT),

Youth Fellowship (YF),

Sunday School (SS),

Worship & Music (W&M),

Pastoral Staff (SP & AP),

Volunteers

CYT, AP, YF, VOL: Have a vibrant youth pro-gram: 25-40 kids from 12 to 18 years, with a committed leader and sufficient resources. CYT, AP, SP, YF: Create inter-generational mentorships to foster healthy relationships. CYT, AP, SP, YF: Have kids plan a large-scale, bi-annual mission trip, alternating between USA and foreign locations. CYT, AP, SP, YF: Help kids develop an annual mission project for fund-raising. Ideas include Heifer Project, Habitat, or any of the groups supported by Service & Mission. CYT, AP, SP, YF: Understand kids’ hopes & dreams, and help them work with their con-gregational family to achieve them.


CYT, SP, AP: Reinvigorate a Youth Program. CYT, YF, AP: Establish an active FaceBook page where older kids can communicate, devotionals shared, updates for Youth Group, etc. YF: Hire a Youth Leader (Done in 2015). PERSONNEL: Hire an AP to work with CYT. W&M, SP, AP: Continue to include youth and Con-firmands in worship services CYT, W&M, SP, AP: include youth in worship, post-confirmation. CYT, SP: Establish a “Praise Band”. CYT, AP, SS: Increase attendance at Sunday School. CYT, AP, SS: Explore new Sunday School curricula that will help older students develop their faith. CYT, AP, VOL: Evaluate feasibility of VBS for 2016. CYT, AP: Continue Sunday School programs and Con-firmation classes.

CYT, AP, VOL: Have an established Youth Group (Jr & Sr Hi). CYT, AP: Start a Sunday School class for post-confirmation. CYT, AP: Plan additional interactive events for children. CYT, AP, YOUTH, VOL: Plan one major, intergener-ational, fund-raising event per year. CYT, SS, AP, SP: Empower kids to be active partici-pants in worship. CYT, AP, SP: Stay in touch with college students to ensure they know they are not forgotten. (Note the same idea under Spiritual Growth with Dea-cons.) CYT, SP, AP: Increase relationships with area churches to help in understanding other denomi-nations and faiths. CYT, SP, AP: Evaluate the need for a DCE

CORE STRENGTH


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2015 MISSION STUDY STRATEGIC PLAN -- LEADERSHIP DEVEL. & CON CARE -- FIRST PRESBYTERIAN CHURCH, CRANFORD

SOURCES OF FUNDS


LEADERSHIP DEVELOPMENT &

CONGREGATIONAL CARE

Deacons,

Service & Mission (S&M),

Presbyterian Women (PW),

Personnel,

Nominating,


Elders

NOM: More diverse leaders, new members. AP, SP: Deacons reinvigorated for Cong. Care ELDERS: A balanced budget for operating ex-penses, with a 3-5 year forecast, and a capital cost budget.


AP, SP: Deacon Training for visiting, prayer and bringing Communion to shut-ins. SP, AP, Elders: Leadership training for non-leaders. PW - Be more engaged in assisting other teams, like Fellowship and Deacons. PW - Conduct regular visits in cooperation with Deacons & Pastors.

SP, AP, ELDERS: Create formalized succession plan for Boards and program continuity. NOMINATING: Increase participation from men on church boards.

CORE STRENGTH


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2015 MISSION STUDY STRATEGIC PLAN -- CAPITAL IMPROVEMENTS -- FIRST PRESBYTERIAN CHURCH, CRANFORD

SOURCES OF FUNDS


CAPITAL IMPROVEMENTS

Trustees,

Stewardship,

Finance,

All Church Staff

TRUSTEES: Bates Hall refurbishment & kitchen complete. TRUSTEES: Elevator installed, if feasible TRUSTEES, SESSION, PASTORS: Re-evaluate the Capital Long Range Plan and set new goals!


TRUSTEES: Establish a core, consistent group of “Handy Persons” with a To-Do List. Hire a Sexton??? TRUSTEES: Create and publish a capital long-range plan. TRUSTEES: Reduce garbage; increase recycling TRUSTEES: Have an energy audit done. TRUSTEES: Reimagine the Library space. TRUSTEES: Complete: Carpets, Heating, Cleaning Crew. TRUSTEES: Begin getting estimates and draw-ings for upgrading Bates Hall Kitchen. TRUSTEES: Spruce up the Church Office (paint; drapes; windows, carpet). ALL: Improve communications among staff and teams.

TRUSTEES: Re-evaluate the Capital Long Range Plan. TRUSTEES: Refurbish Thomson Kitchen. TRUSTEES, FINANCE: Have Bates Hall be finan-cially self-supporting. TRUSTEES: Update bathrooms in all buildings TRUSTEES: Have building & finance plans for Bates Hall. TRUSTEES, FINANCE: Determine feasibility of installing an elevator. TRUSTEES: Finalize Bates Kitchen plan, Get final estimates, hire contractor. TRUSTEES, STAFF: Reconfigure church office to create a smaller office and copy room from existing office space, and make current copy room a meeting room with a door to hall.

CORE STRENGTH


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Summary Five-Year Financial Projections for FPCCAnnual P&L

2015 Budget 2016 Est. 2017 Est. 2018 Est. 2019 Est. 2020 Est.Pledges 285,000$ 305,601$ 324,529$ 344,318$ 365,003$ 386,618$ pledge units 125 129 133 137 141 145

Bldg Usage 97,000$ 107,200$ 107,200$ 107,200$ 107,200$ 107,200$ Other 75,400$ 60,144$ 60,898$ 61,663$ 62,439$ 63,226$ Total Receipts 457,400$ 472,945$ 492,628$ 513,182$ 534,642$ 557,044$

Personnel Exp.Total Personnel 271,080$ 278,925$ 292,030$ 296,358$ 300,752$ 305,211$

General & Admin Expenses 25,600$ 26,112$ 26,634$ 27,167$ 27,710$ 28,264$ Choir/Music Exp. 4,350$ 4,437$ 4,526$ 4,616$ 4,709$ 4,803$ Total Bldg & Grounds 185,000$ 159,070$ 161,440$ 163,892$ 166,429$ 169,054$ Church Teams 9,550$ 11,100$ 12,350$ 13,600$ 14,850$ 16,100$ Benevolence and Mission 25,000$ 28,000$ 28,000$ 30,000$ 30,000$ 30,000$ Per Capita 16,000$ 16,184$ 16,368$ 16,552$ 16,736$ 16,920$ Net Profit or Loss (79,180)$ (50,883)$ (48,720)$ (39,003)$ (26,544)$ (13,309)$

Five-Year Capital Plan for FPCC 2015 2016 2017 2018 2019 2020Gas Burners 50,000$ Carpeting 90,000$ Bathrooms - Memorial Hall 10,000$ Bathrooms - Bates 30,000$ Bathrooms - Education Bldg 20,000$ Lighting 10,000$ 10,000$ 10,000$ TYC Kitchen 75,000$ Organ Refurb/Replacement 150,000$ Bates Kitchen 100,000$ Office/Entrance Refurb 5,000$ Windows 10,000$ 10,000$ 10,000$ Annual Total 140,000$ 30,000$ 55,000$ 140,000$ -$ 225,000$

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Investment Portfolio Projected Roll ForwardAssumed Investment Returns 3.0%

BALANCE 2015 Operating 2015 Capital Investment 2015DESCRIPTION 3/31/2015 Withdrawals Withdrawals Return Y.E. BalanceENDOWMENT FUND 946,265$ (58,645)$ (92,241)$ 23,861$ 819,239$ MANSE FUNDS 684,493$ (20,535)$ 19,919$ 683,877$ MEMORIAL FUND 47,759$ -$ (47,759)$ -$ -$ TOTALS 1,678,516$ (79,180)$ (140,000)$ 43,780$ 1,503,117$ Operating Withdrawal Percentage 4.7%

2016 2016 Operating 2016 Capital Investment 2016Beg Balance Withdrawals Withdrawals Return Y.E. Balance

ENDOWMENT FUND 819,239$ (30,367)$ (30,000)$ 22,766$ 781,639$ MANSE FUNDS 683,877$ (20,516)$ 19,901$ 683,262$ MEMORIAL FUND -$ -$ -$ -$ -$ TOTALS 1,503,117$ (50,883)$ (30,000)$ 42,667$ 1,464,901$ Operating Withdrawal Percentage 3.4%






ENDOWMENT FUND 577,671$ (6,083)$ -$ 17,148$ 588,736$ MANSE FUNDS 682,032$ (20,461)$ 19,847$ 681,418$ MEMORIAL FUND -$ -$ -$ -$ -$ TOTALS 1,259,703$ (26,544)$ -$ 36,995$ 1,270,154$ Operating Withdrawal Percentage 2.1%


ENDOWMENT FUND 588,736$ 7,134$ (225,000)$ 11,126$ 381,996$ MANSE FUNDS 681,418$ (20,443)$ 19,829$ 680,805$ MEMORIAL FUND -$ -$ -$ -$ -$ TOTALS 1,270,154$ (13,309)$ (225,000)$ 30,955$ 1,062,801$ Operating Withdrawal Percentage 1.0%

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Summary and Conclusion… Over the past year, the Mission Study Team, using PiHF as our inspiration, has examined all areas of our church’s life. We have used the PCUSA’s comprehensive survey and focus groups as tools, as well as soliciting ideas, suggestions, and hopes from all the teams, organizations, and groups within our church. We also looked at and reached out to the community in an effort to determine its concerns and how we might connect. The Mission Study Team has met regularly, working and praying together as we moved through this process, culminating with presentation of the study to Session and obtaining the approval of our leaders. Using the responses from our outreach efforts both formal and informal, we have been able to develop what are the prime needs and opportunities for our church going forward. It is the conclusion and recommendation of the Mission Study Team that FPCC should commence a search for a full-time Associate Pastor. The study will guide the Associate Pastor Nominating Committee in its challenge to search for our new Associate Pastor. The outstanding qualities we will be looking for are strengths in the two areas of Christian Education and Congregational Care. Our congregation is diverse and eager to enter into a relationship with guidance, inspiration and care from our next Associate Pastor. That person will meet people with varied interests and needs and must embrace every individual with empathy and passion for his/her new challenge.

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Appendices: Appendix A. Congregational Survey Results…

Survey Results: The survey showed: Breakdown of Congregation:

• Forty percent of the respondents are 65 years old or older o Thirty-seven percent are 45-64 years old

• Sixty-one percent of the respondents are female • Seventy-three percent of survey participants report college or graduate degrees • Less than 20% of people who were new to the congregation within the past five years are still

present o Sixty-seven percent of members have been in the church for more than ten years. The

national average is 48% • Eighty-one percent of the survey participants report getting to church in less than ten minutes,

indicating that members live within the immediate neighborhood Our Spiritual Strengths:

• Congregants seem to volunteer through the church o The church exceeds our peers with our community focus

Churches that tend to focus on engaging the community, engaging in social justice, and evangelism are the churches that are also growing

• Many people would be interested in bringing a person to the church o However, less than one-third of people invited anyone to worship over the past year o Survey participants are often not comfortable sharing their faith

• The church is satisfied with what the church brings for the youth o Forty-four percent of households have two or more adults with a child/children, with 26%

of survey participants being a couple without children o The FPCC exceeds caring for young people when compared to our peers

• The church has ideas but no clear vision, goals, or direction for the ministry of the church and its mission

o When posed the statement, “This congregation is always ready to try something new”, 41% of survey participants were neutral or unsure

o Forty-seven percent believe that “Leadership that inspires people to take action” is the best description of the style of leadership of our pastor

• People are feeling a sense of belonging, but not as much as they did during the past o Sixty-nine percent feel a sense of God’s presence during worship

That being said, it is reported that worship is not meaningful. It does not apply to everyday life. Though God is present and there is joy, 1/3 report they do not find it joyful or meaningful

o Sixty-three percent experience a sense of fulfilling an obligation o A quarter of the members have increased their participation in church activities over the

past two years, but they do not report having close friends here Building Our Spiritual Connections:

• Per the national average o Survey participants report spending less time in private devotion

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o Less than one-third report experiencing spiritual growth over the past year compared to almost half of all other churches

o The church impacts the lives of the members, but only one-third report a great impact o Sixty-seventy percent of members experience meaningful worship

Building Our Inside Connections: • The FPCC is an involved congregation supporting church school, prayer, Bible study, and

fellowships, exceeding national comparison • More members carry leadership responsibility than other churches • Many of the members with a strong sense of connection are not growing in their commitment, or

they see their commitment declining • Forty percent of the survey participants give less than 5% of their net income regularly, but 21%

make $75,000 - $99,999 household income with the second being 19% who make $50,000 - $74,999

In General: • People seem to value: sharing in Holy Communion (it is worth to note that 25% of our church

came from Catholic churches prior to joining the FPCC, which may indicate why Communion is so important); traditional styles of worship or music; ministry for children or youth of the congregation; wider community care or social justice emphasis; sermons, preaching, or homilies; practical care for one another in times of need

o Prayer is also valued by the congregation. This area is the only one where the church exceeds or is equal to its peer groups based on a national study on Presbyterian churches

• People think we could improve on: adult church-school

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Appendix B. Focus Groups Results… Using both feedback from the Presbytery as well as feedback from the congregational survey, PiHF was able to put together questions for focus groups. About 60 people gave their feedback for the various small groups, meeting November through December 2014. The small focus groups focused on: I. Building Spiritual Connections

a. Strengths 1. There is a sense of togetherness in this congregation

People find spiritual connection in Worship, Adult Education, Bible Study, Sunday School, and other groups

2. We build spiritual connections through sharing testimonies and prayer 3. Communion is important to members of this congregation

b. Opportunities for Growth 1. We need to find ways to direct our spiritual passion and to express and share it more 2. We need to revitalize our youth programs in order to build spiritual connections with

youth 3. We need to be more intentional about including persons in communications, programs,

and worship who are older, single, physically limited, and who are non-computer users 4. We need to develop strong spiritual leaders among our lay leadership. We need to

empower our leaders more II. Inside Connections

a. Strengths 1. We are a friendly welcoming church. People like our hospitality. The church feels like

home 2. We have good programs for children (Sunday School, choirs, VBS, etc.) 3. We feel connected through our programs, including our service and mission activities 4. Attendance matters. We feel we are missed when we don’t come to church 5. There is a sense that we care about one another. People appreciate phone calls and visits

when they are sick or homebound or have other concerns b. Opportunities for Growth

1. We would like more testimonials and times to share our faith 2. There should be more person to person contact by members 3. We need to identify people who are missing from worship and follow up with them 4. We should help people to feel valued more 5. We need to reach out to people to bring them in as volunteers in the church, and take time

to train and nurture our volunteers. (Put up a volunteer board with a list of volunteer opportunities and put a list in the newsletter)

III. Outside Connections a. Strengths

1. The beauty of the building and the opportunities we have for its use 2. We provide comfort and care to our congregation and beyond through the Grief

Workshop and our prayer chain 3. Vacation Bible School, Helen K. Baldwin Preschool, Prime Time, and the Scouts serve

our congregation and the surrounding community 4. Our Service and Mission program serves the community and beyond

b. Opportunities for Growth

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1. We need to reach out more to the families of Prime Time, Helen K. Baldwin, and the Scouts to invite families to participate more in church programs and to attend worship. We need to get to know the people who use our building, and find out what kinds of programs they need or want

2. We could encourage the use of the building for programs of “The Arts,” Chamber Music, theater groups, art shows, etc., and rental opportunities in the gym and for weddings

3. We need to become wheel chair accessible. 40% of the people who took our survey are over 65 years of age, and many of the members of our congregation and visitors have physical needs which make it difficult for them to use stairs

4. We need to find more adequate parking 5. We need to advertise better - to update and improve our website, to create a church

brochure, get into the Yellow Pages, and provide great signage in front of the building with banners, etc.

6. We need to update our church with the latest technology - sound, video, projectors and screens, etc.

7. Members would like to build upon our interfaith connections and have programs with people from other faiths - Sunday School, worship, youth activities, etc.

8. We need to get members more involved in social media - going on Facebook and “liking” our church and Tweeting about our church activities

II. Our Identity a. Strengths

1. We see ourselves as a church family 2. We see ourselves as welcoming and friendly 3. According to the survey, we are diverse in our stand on theological issues. (Questions 51

and 60. 1% said they were Very Conservative, 27% said they were Conservative, 30% are Right In The Middle, 30% said they were liberal, and 11% state they are Very Liberal regarding theological issues)

4. We show that we value new members, older adults, and children - We value everyone 5. People say that we are “good people” or “nice people” 6. We are partly identified by the groups who use our building (“They are the church that

has HKB, Prime Time, or the Scouts,” for example) b. Opportunities for Growth

1. People need to know who we are and what we believe. For example, what do we mean by being welcoming? Are we truly open to all and inclusive?

2. People need to know our mission statement and our vision 3. We need to know our history, who we are presently, and our plans for our future

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Appendix C. Missions and Ministries of the First Presbyterian Church of Cranford…

- Deacons o Flower delivery to those in need o Friends at Home - visitations and other services to those who are ill and/or confined to

home o Receptions after Memorial Services o Meal Train – coordinated meal service to those who are ill and/or confined to home o Sunshine – Cards and notes to those at home o Food Pantry – coordinate food collections for local family care service o Prayer Chain o Set up communion elements and run coffee hour

- Service and Mission Team

o Cranford-Elmora Soup Kitchen – FPCC runs weekly dinner program to those in need o Agape Community Kitchen – support of Westfield Presbyterian Church’s program by

providing monthly meals o Operation Warm Heart –house homeless during cold months o Knitting for Needs o Martin Luther King Day of Service – collected and packed various needed items for

multiple charitable organizations o CROP Walk o FISH Hospitality Program – provide meals and overnight accommodations for homeless

several weeks per year o Support PCUSA Missionaries in Romania and Bolivia o Support financially a number of charitable organizations o Volunteer at Baby Doves program at Raphael’s Life House home for unwed mothers

- Music

o Five choirs serving a range of ages: Chancel, Westminster, Crusader, Caroler, Cherub, and Jubilee Bell Choir

- Journey to Wholeness program for those experiencing loss - Labyrinth Ministry - Adult Bible Study program - Men’s Weekly Prayer Breakfast - Support men’s church softball team - Presbyterian Women’s organization - Weekly “Pray First” time - Helen K. Baldwin Nursery School (HKB) - Prime Time Before and After School Program - Boy Scouts troops meet weekly at our facility

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