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Joint Needs Assessment
Committee Report
May 27, 2007
Community Profile
Calvary United Church has been located in St. Jacobs for the past 159 years.
St. Jacobs is a rural community located within the Municipality of Waterloo in Woolwich Township to the north-east of Kitchener-Waterloo with a current population of approximately 1400. The Municipality of Waterloo has a strong history of rural farming and includes several settlement areas. St. Jacobs borders on the greater Kitchener, Waterloo and Cambridge area – a joint municipality of approximately 500,000 people.
Economic Drivers
There is a healthy industrial presence, including the head office of Home Hardware (employing approximately 1,000 people). St. Jacobs also has a significant level of tourism-related activities, including several restaurants, inns, bed & breakfasts, over 100 shops and two theatres, attracting several thousand visitors each year. St. Jacobs also contains three retirement/nursing homes. Other economic drivers in the area include two universities in Waterloo, a community college in Kitchener and a strong industry base in Kitchener-Waterloo made up of technical firms and insurance companies.
Statistics
Statistics Canada shows that Woolwich Township has greater affluence than both Waterloo region and the Province of Ontario. Also, this area has a greater proportion of non-immigrants than on average. The Woolwich Community Health Center, located in the north end of St. Jacobs noted in the Capacity Assessment printed in 1999 that the presence of wealth can mask the presence of poverty and lead to under-servicing for those people in need.
Diversity
Calvary’s close proximity to Kitchener-Waterloo positions it to draw people from both rural and urban areas. The most recent church directory (published in 2003) shows that the people who attend Calvary hail from a wide range of areas. There are 206 families listed in the directory, living in 23 different communities. A simple calculation of the percentage of people coming from these areas show that approximately 23% come from St. Jacobs itself, 30% from Waterloo, 15% from St. Clements/Heidelberg, 9% from Elmira and 5% from Kitchener. The other areas, each representing less than 5% include Breslau, Tavistock, Cambridge, Listowel, Conestoga, Wallenstein, Linwood, Fergus, West Montrose, Arthur, Mississauga, New Hamburg, Guelph, Baden, Ayr, Bowmanville and Floradale.
The wide range of communities that make up Calvary’s congregation, and the closeness of the smaller rural areas to larger centres have contributed to the large diversity of members with backgrounds in manufacturing, tech sector, agriculture, trades and service industries.
Future Growth
The population of St. Jacobs has been fairly static at 1400 until recently when the sewage treatment plant was upgraded. Currently a new subdivision of housing is being developed in St. Jacobs expecting to add 200 families to the community. Similar growth has been experienced in neighbouring communities and this has most likely had an impact on the growth that has been experienced in Calvary’s congregation.
Faith Community
There are three churches in St. Jacobs: Calvary United, St. James Lutheran and St. Jacobs Mennonite. These churches have a strong history of supporting each other and working together. Some of the activities that the churches work together on include: a community Easter Sunrise Service, other Community Services, a pulpit exchange, providing pastoral support to the retirement and seniors homes in the village and running a community Vacation Bible School for a week in August. This cooperative approach is highly valued in our congregation and is expected to continue.
Ministry Profile
Our vision, as a church is “to be a welcoming, Christ-centred community empowered by God’s spirit, growing in personal Faith, Ministry and Service.” This message is the driving force behind our talented ministry staff and lay leaders. Due to the unexpected death of our minister in 2003, Calvary experienced a two-year transition period in which many leadership adjustments were necessary. During this transition period, we operated as a program church. Prior to the transition period, Calvary had been a rapidly growing church but during the transition period, a significant drop in attendance was experienced. With the arrival of our new permanent minister in December 2005, God has once again inspired us and is continuing to bless us with significant growth. In the last year, the congregation size has doubled.
A unique aspect of our church is our diversity in age. We support this diversity through a number of different groups within the church such as VIP (events for families and couples), 50+(seniors), 20 Something Group Junior and Senior Youth (Grade 6 through high school), Backyard Bunch (Grades 5 – 8), Noah’s Gang (Grades 2-4), Kingdom Kids (ages 2-6), youth and adult worship teams, Ladies Fellowship, Men’s Group and a Sports Group. We fulfill the needs of a growing younger congregation by having one of the largest Sunday School programs in Presbytery with approximately 110 youth involved.
Another way we reach the diverse cross section of ages amongst members is through a strong music ministry. Many members have identified that music is something that this church does extremely well. Music is one of the most important, and distinct parts of the weekly service. A combination of contemporary and traditional music within each service is an inclusive approach that has helped to satisfy diverse tastes within the congregation.
Bible Study also reflects our strong ministry, having flourished over recent years with 3-5 different groups meeting on a weekly basis plus a mid-week summer study group. Devotion time for youth is also available through the Sports Group and youth groups. Many of these groups attract a large number of attendees, and in the case of the Sports Group; approximately 50% are coming from outside the congregation. A new program is a movie and pizza night, approximately once a month, that will include a discussion of a movie from a Christian perspective.
Many fundraising events (Fish Fry, guest musicians, Beef and Pork Dinner, etc.) and celebrations (anniversaries, weddings, etc.) are organized through the church. Not only do these events strengthen relationships amongst members but they also strengthen ties between the Calvary Family and members of the larger community. The church undertakes many events, utilizing the various talents of its participants. Whether it is a crokinole tournament, singing in the Cantata Choir, helping run a dinner fundraiser or taking the youth on a canoe trip, there is a strong community of people willing to volunteer their time and abilities to have these very successful events.
Another important initiative is the annual outreach to the deaf community. To facilitate this, Pastor Bob Rumball speaks at several services during the Easter week where he delivers his heart-warming messages combining his wonderful delivery with signing for the deaf. This also acts as an outreach to the surrounding old Order Mennonite community who suffer from a great deal of deafness.
In the last year, our congregation has moved from a largely passive role (funds only) role in Mission and Service to a much more active role. Members of all ages in our congregation have served on mission trips in Mexico, Ecuador, Africa and New Orleans. More mission trips are planned in the coming year.
Resources Profile
Calvary has been blessed with generally healthy and growing support in financial, pastoral and lay resources. A successful 2006 has resulted in a significant increase in the number at Sunday services, people attending mid-week activities and doubling of the operating fund surplus to approximately $40,000.
The summary documents attached reflect a solid financial position including operating surplus, missions spending of $55,838 (greater than 25% of the operating budget) and a very manageable mortgage of $167,181. The 2007 budget is set for $246,000 and has been approved by the congregation - an increase of 23% over 2006 to allow for growth in staffing as outlined in this report.
The distribution of general offering received amongst families and individuals in the congregation is considered typical for a congregation of this size. There were 212 contributors to the Operating Fund in 2006. Approximately 80% of the givings came from 32% of the givers. This equates to 68 contributors who donated $1,000 or more.
Board policy is to tithe 10% to mission and outreach projects. The church is served by an active and effective fundraising committee to meet small project needs as well as debt retirement.
A new church building was completed in 2000 including a full range of facilities: 400 seat capacity sanctuary, dual video projection system, a gymnasium, fully equipped kitchen, library, nursery, large youth room and Sunday school classrooms with space for a total of 10 classes. The new facility was fully financed with a combination of successful fundraising campaigns, Presbytery grant, donations and loans from members.
Board leadership is considered young and is supported by a talented group of lay leaders. Paired teaching for Sunday school classes emphasizes active volunteer involvement and enables these leaders some opportunity to attend services in the sanctuary.
The congregation has considered whether more than current staffing is needed to serve the growing congregation. The congregational survey recognized the need to support growth and agreed to increase budgets to support needed staff. Currently staff includes:
Minister - 1
Administration - 0.5
Janitorial - part time
Staff Associate - 0.5
Music Director - part time
POSITION PROFILE
Calvary United Church is seeking a second full-time ordained or diaconal minister to work along side our current Senior Minister to deliver and develop new programs for our expanding congregation.
The successful candidate will be a team player and motivator intent on guiding and developing a cadre of committed lay leaders and staff while together implementing God’s vision for Calvary:
To be a welcoming, Christ-centred church, empowered by God’s Spirit, growing in personal faith, ministry and service.
A recent survey of the congregation has indicated a need to significantly increase resources for both the areas of pastoral care and pastoral counseling. Therefore, the successful candidate will have the ability to listen, to empathize and will possess strong gifts for pastoral care. There is wide age diversity within the congregation so it is essential that the candidate be relational and able to connect with people of all ages. Calvary’s congregation has one of the highest proportions of youth within the Presbytery.
With the recent rapid growth of our congregation, members see the need to continue to strengthen community within our church family. Accordingly, skills in developing and maintaining small group ministries would be an asset. With expanding lay leadership needs - coaching and developing leaders will also be an essential part of this position.
The candidate will require strong organizational and administrative skills to coordinate and guide the many programs and activities offered at Calvary.
The congregation can be characterized as progressive with conservative evangelical roots while maintaining respect for the differing views within the United Church of Canada. Currently, Calvary offers a blended service comprising elements from traditional and contemporary formats. Given an identified need to reach our young adult group, we are exploring the addition of a leading-edge service. Hence it is important that the candidate is comfortable with a contemporary worship style.
Over the last two years, the congregation has indicated that they are ready for a more active, participatory approach to mission and outreach. In the past two years, a number of members have engaged in international mission work in places like Africa, Mexico and New Orleans. The recent survey of the congregation indicated continuing support for international mission work as well as an interest in significantly increasing our local mission work in very tangible ways. This is another area of ministry that will require the candidate to develop, coach and mentor leaders.
Work to be done
The candidate will assist the Senior Minister in the implementation of Calvary’s vision while operating within board policy.
Accountability
This position will report to the Senior Minister. As an ex efficio member of the board, the minister will be an active participant in board discussions but will not have a vote.
SKILLS PROFILE
Minister of Worship, Spiritual Development and Pastoral Care
Pastoral Care
- passion for pastoral care and counseling
- ability to listen and empathize
- comfortable and willing to provide pastoral care to a diverse congregation
- relational and able to connect with people of all ages
- willingness to collaborate with other churches in St. Jacobs to provide pastoral care support within the community including the retirement homes and senior residences in the village
Leadership and Communication
- strong organizational and administration skills
- energetic, social, people-person, who values and would engage in social interaction with all age groups in the church community
- ability to identify, motivate and provide direction to “lay” leadership
- commitment to nurture and develop existing programs
- willing to explore and develop new ideas and look beyond the status quo
Preaching and Worship
- commitment to the delivery of a scripture-based Christian message (with an understanding of our conservative, evangelical roots)
- an understanding and willingness to participate in a contemporary worship format
- support the vision of a team-based approach
- provide support and guidance in the development of Christian education programs and delivery for all age groups
Community Building
- enthusiasm for maintaining and building strong community relationships especially with the other churches in the village
- support of outreach and mission activities
- ability to build community within the church family as a means of both strengthening relationships and growing faith
TERMS PROFILE
At the May 27, 2007 Congregational Meeting, our congregation approved this JNAC report. They also approved a budget which will allow us to pay competitively for an experienced full-time ordained minister. An allowance for moving costs has also been approved. Naturally, salary, continuing education and book allowances will be negotiated at the appropriate time.
RECOMMENDATIONS
1. To request that Waterloo Presbytery declare a vacancy for a full-time ordained or diaconal Minister.
2. To request Waterloo Presbytery to form a Joint Search Committee for a full-time ordained or diaconal Minister.
3. That the Joint Needs Assessment Committee be released from its duties.
4. That the Board consider, as soon as practical, increased resources in the following areas:
· multiple services
· drama and music support
· administrative support
JNAC sees merit in these ideas and predicts demands on all supporting roles will grow as a second pastor joins our ministry.
Resource Documents (on request):
· 2007 Congregation Survey
· 2006 Board Retreat Summary
· 2006 Financial Report
· Marriage Policy