LR06 LCNZ Mission Strategic Direction
TITLE OF REMIT: Adoption of the Mission Strategic Direction 2025
PROPOSED MOTION
Submitted by*: Council of Synod
BE IT RESOLVED:
That the Synod of the Lutheran Church of New Zealand adopt the Mission Strategic Direction (2025) as a guiding framework for the church’s shared mission, and that the Council of Synod provide oversight of its implementation and regular review.
REASONS FOR THE MOTION
- The Mission Strategic Direction (MSD) offers a unified vision and theological framework to guide the church in a time of significant cultural, social, and organisational change.
- The MSD has been developed through a collaborative and prayerful process involving leaders, congregations, and members, and reflects a deep commitment to contextual mission in Aotearoa New Zealand.
- It articulates a clear vision, mission, and values grounded in Lutheran theology and focused on relational ministry, cultural adaptation, sustainability, and the use of technology to support Gospel outreach.
- The four strategic priorities and enabling actions provide practical direction for congregations and the District Office to work together in strengthening ministry, supporting leadership, and sustaining viable mission.
- Adoption of the MSD will enable the church to respond faithfully and flexibly to current and emerging opportunities, while building greater alignment and collaboration across the LCNZ.
- The Council of Synod, as the national governing body, will ensure ongoing oversight, support, and regular review of the MSD, including reporting progress to future Synods.
SUBMITTING BODY DETAILS
This has been approved by the authorised body at a duly held meeting and is confirmed as an accurate and complete version of the agreed proposal.
Submitted by: Pastor Andrew Marr, Chair
Date of meeting where approved: 20 May 2025
Name of submitting organisation: Council of Synod, Lutheran Church of New Zealand
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Mission Strategic Direction
Date: April & May 2025
1. Introduction
The purpose of this document is to present a draft Mission Strategic Direction (MSD) for the Lutheran Church of New Zealand. It is offered for review, discernment, and potential ratification by Synod, as a shared framework to guide our mission and ministry into the future.
This draft reflects the collective contributions of leaders, pastors, and members who participated in a strategic workshop held on 3 April 2025 at Mountainside Lutheran Church, Mt Wellington. The process was shaped by prayer, listening, and honest reflection on the challenges and opportunities before us.
An advisory group — Pastor Andy Marr, Lesley Johnson, and Pastor Phil Husband — has provided support throughout the development process and continue to serve as a sounding board.
It is acknowledged that this MSD is not final. It is intended as a conversation-starter, a framework, and a theological and strategic guide. It will be reviewed, amended if required, and either adopted or declined through the Synod’s discernment process.
We thank all contributors for their thoughtful input and invite the wider church to now participate in the next stage of shaping our collective direction.
2. Our Identity
The purpose of generating a vision and mission is to establish a unified direction for the church, bringing together individual congregations under a shared purpose. A clear vision aligns efforts towards common goals, helping each congregation see how its unique mission contributes to the broader objectives. This collective approach fosters collaboration, celebrates diversity, and guides congregations in navigating challenges, ultimately inspiring all members to work together effectively.
Vision
Christ centred communities of faith.
Mission
Empower Lutheran communities to grow in faith, live out the Gospel, and thrive sustainably.
Core Values
- Christ Centered – Focused on sharing the Good News of Jesus Christ
- Faithfulness – Rooted in Scripture and guided by grace.
- Community – Nurturing meaningful connections and mutual care.
- Discipleship – Encouraging lifelong growth in faith and practice.
- Service – Responding to God’s love by serving others.
- Stewardship – Faithful use of God’s gifts: people, time, resources, and creation.
Our Theological Foundation
Our mission is grounded in the Lutheran confession of the Christian faith, centred on the saving work of Jesus Christ. We seek to bear witness to this Gospel with humility, integrity, and relevance in a changing world.
3. Context and Case for Change
The LCNZ operates in a rapidly changing social, cultural, and environmental landscape. Across Aotearoa New Zealand, we are seeing declining church attendance, increased secularisation, shifting demographics, and growing complexity in regulatory and governance expectations.
At the same time, there is fresh opportunity for the church to connect meaningfully with people — particularly through relational ministry, environmental stewardship, and digital outreach. We are being called to discern how best to witness Christ in ways that are faithful, contemporary, and contextually relevant.
Insights from our environmental scan and Workshop:
- Many church buildings are ageing and underused, yet hold potential as community hubs or multi-use spaces.
- Cultural diversity is increasing, with opportunities to reflect this in our ministry.
- There is a hunger for connection and spiritual depth, especially among younger generations.
- Emerging technologies offer new ways to engage, but also challenge traditional models.
- Congregational energy is stretched, and sustaining leadership (lay and ordained) is a growing concern.
Why Change is Needed
To respond faithfully, we must be willing to adapt. This is not change for its own sake, but transformation rooted in God’s mission. We are called to reimagine how we live out the Gospel, how we support one another, and how we serve our communities — now and into the future.
4. Guiding Principles
These principles will shape our priorities, decisions, and approach to change:
- Christ-Centeredness – All mission and ministry flows from the love and example of Jesus Christ.
- Collaboration – We value listening, working together, and respecting diverse gifts and perspectives.
- Sustainability – We are committed to building viable structures, communities, and practices that serve God’s mission.
- Contextual Relevance – We honour the unique characteristics of each community and cultural setting in which we serve.
- Innovation with Integrity – We embrace creativity while remaining faithful to our theological foundations.
- Accountability and Transparency – We foster trust through clear communication, shared responsibility, and good governance.
5. Strategic Priorities
At the heart of our identity and purpose is the Great Commission, Jesus’ command to His disciples:
“Go therefore and make disciples of all nations, baptising 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 remember, I am with you always, to the end of the age.” — Matthew 28:19–20
This call forms the foundation of our mission as the Lutheran Church of New Zealand — to live out and share the Gospel of Jesus Christ in word and deed. It reminds us that the church exists not for its own sake, but to participate in God’s redemptive work in the world.
As expressed in the Augsburg Confession (Article VII), “The Church is the assembly of saints in which the Gospel is taught purely and the sacraments are administered rightly.” Our strategic direction must reflect this — grounded in faith, shaped by Scripture, and expressed in practical, Spirit-led action.
The following four strategic priorities are not merely organisational responses; they are expressions of our shared commitment to Christ’s mission. They reflect our desire to be a church that is relational, relevant, adaptive, and sustainable — faithfully bearing witness to the Gospel in the context of Aotearoa New Zealand.
The Mission Strategic Direction is visually captured in the image below, which reimagines our strategic priorities not as standalone initiatives, but as walls built upon the solid foundation of Jesus and the Great Co-Mission (Matthew 28:19). Rather than seeing Christ as an umbrella above our work, this image reflects the theological truth that all mission is built on Jesus — the rock, the source, and the sustainer (Matthew 7:24). The four strategic initiatives stand as pillars that are supported and held together by key enablers of success: leadership, communication, governance, and stewardship. Above these, the green roof of “Churchwide Mission Engagement” symbolises our collective response — grounded in faith, equipped by the Spirit, and growing outward into the world.
Under the umbrella of the Gospel, these priorities are intended to guide our shared work into the future:
1. Meaningful Relationships to Grow the Church
He aha te mea nui o te ao? He tāngata, he tāngata, he tāngata
What is the most important thing in the world? It is people, it is people, it is people.
Rationale:
The Gospel calls us into community. Vibrant churches are built on relationships — with God, with one another, and with the wider world. This initiative emphasises the significance of people and relationships. These relationships are the foundation of discipleship and mission.
Shared Commitment:
This strategic priority invites congregations and the District Office to nurture deep, Christ-centred connections. District leadership can offer support and training, while congregations bring this vision to life in local contexts.
Focus Areas:
- Foster intergenerational ministry and mentoring
- Equip members for relational evangelism, discipleship and pastoral care
- Create welcoming, inclusive environments for newcomers
- Build bridges with local schools, groups, and community services
- Strengthen bonds across congregations through regional collaboration
2. Technology to Spread the Word of God
He hiringa hangarau, he oranga tangata
Innovation in technology for the benefit of people.
Rationale:
Technology offers new ways to proclaim the Gospel and maintain connection — especially across distance and generational divides. This initiative is about using the human resources and technologies at hand to support the mission of the church and connect people.
Shared Commitment:
The District Office can support with tools, training, and shared platforms. Congregations are encouraged to adopt what suits their context, from livestreaming to online Bible studies and digital newsletters.
Focus Areas:
- Explore digital tools for worship, learning, and community-building
- Use online platforms for communication, outreach and discipleship
- Support members to grow confidence in using technology
- Encourage shared experimentation across congregations
- Reach younger people and those geographically isolated
3. Culturally Adaptive Communities
Nā tō rourou, nā taku rourou ka ora ai te iwi
With your food basket and my food basket, the people will thrive.
Rationale:
Aotearoa New Zealand is rich in cultural diversity. This initiative emphasises that by combining resources and working together, communities can flourish, highlighting the importance of collaboration and mutual support. Churches that humbly listen, learn with curiosity, and culturally adapt can better reflect the body of Christ in all its fullness.
Shared Commitment:
The District will encourage intercultural learning and cross-cultural ministries. Congregations are invited to welcome, include, and be transformed by the cultures within and around them.
Intercultural learning is about adapting practices around a mixed culture that is inclusive of everyone.
Focus Areas:
- Celebrate and embrace diversity in worship and leadership
- Identify, affirm, and equip people to use their spiritual gifts.
- Foster a culture of curiosity and humble learning.
- Encourage language-specific or multicultural gatherings
- Remove structural and relational barriers to participation and inclusion
- Build partnerships with culturally diverse communities
- Create safe spaces for intercultural dialogue, learning and spiritual formation
4. Sustainable Stewardship to support Mission
Manaaki whenua, manaaki tangata, haere whakamua
Care for the land, care for the people, go forward.
Rationale:
This initiative underscores the importance of sustainability and kaitiakitanga (guardianship) for both the environment and its people. Faithful stewardship of our people, buildings, finances, and energy is essential for long-term ministry and mission.
Shared Commitment:
The District will lead governance and resource initiatives, while congregations are invited to reflect on how they sustain ministry and collaborate with others.
Focus Areas:
- Care for people, property, and finances with clarity and purpose
- Develop leadership pathways for clergy and lay people
- Explore shared ministry and resourcing models
- Promote a culture of generosity and shared responsibility
- Align governance structures to support mission effectively
6. Enablers of Success
Realising the strategic priorities will require more than goodwill — it will require intentional, coordinated effort supported by the right structures, practices, and culture.
Each enabler strengthens the church’s capacity to implement the strategy in ways that are faithful, contextual, and sustainable.
These enablers are the practical foundations that support the mission and ensure our efforts are sustainable, Spirit-led, and aligned with our calling. They will help both the District Office and congregations work together effectively and faithfully.
1. Developing People for Ministry and Leadership
Strong and faithful leadership — both ordained and lay — is essential for the vitality of our church. We must invest in growing capable, courageous, and theologically grounded leaders.
Key Focuses:
- Identify, encourage, and support emerging leaders
- Identification of the gifts and talents of people
- Provide rigorous, affordable and accessible training in governance, pastoral care, discipleship, and digital ministry
- Strengthen pathways for lay leadership in congregations
- Offer mentoring and peer support networks across the church
2. Communication and Engagement
Clear, open, and timely communication strengthens trust, builds unity, and supports effective collaboration.
Key Focuses:
- Share stories of what God is doing across our congregations
- Use a variety of channels (online and offline) to engage members and communities
- Provide updates and resources in accessible, relevant formats
- Create opportunities for two-way dialogue between congregations and the District Office
3. Governance and Accountability
In alignment with our mission, healthy governance helps ensure that decisions are made with integrity, collaboration and clarity.
Key Focuses:
- Provide clear role definitions between District, congregations, and boards
- Offer training and tools for good governance practices
- Develop accountability frameworks that support trust and transparency
- Regularly review policies, constitutions, and compliance measures
4. Resource Stewardship and Financial Sustainability
Being good stewards means aligning our resources — people, property, and finances — with our shared mission, and making wise decisions for the long-term sustainability of the church’s mission.
Key Focuses:
- Support congregations in financial planning and risk management
- Explore innovative models of resource sharing (e.g., interchurch ministry clusters, shared services)
- Encourage generosity as a spiritual practice
- Maintain and renew buildings in alignment with the mission and community use
7. Implementation and Review
The implementation of this Mission Strategic Direction (MSD) is subject to the discernment and decision of the Lutheran Church of New Zealand Synod. Should it be ratified, the document will serve as a guiding framework to align the efforts of the District Office and local congregations in pursuit of shared Gospel outcomes.
This section outlines the key considerations to support implementation — grounded in flexibility, contextual responsiveness, and ongoing review.
1. Post-Ratification Activation
If adopted by Synod, the MSD will move into a phased activation phase, involving:
- Development of practical tools and templates to help congregations explore and live into each strategic priority
- Coordinated leadership gatherings and workshops to support learning and connection
- Pilot programs or focus projects to explore and demonstrate action in priority areas
- Communication materials that summarise the MSD in accessible and visual formats for local church use
Activation will be done collaboratively, recognising the diversity of congregational contexts, resources, and readiness.
2. Local Engagement and Contextual Expression
Implementation is not a one-size-fits-all process. Each congregation will be encouraged to:
- Reflect on the MSD through a local lens, identifying areas of alignment and opportunity
- Discern where God may be calling them to respond or grow
- Set contextual priorities for their community, with support as needed from the District Office
- Share stories, challenges, and learnings with others to build a culture of mutual encouragement
This is about living into the strategy, not simply complying with it.
3. Communication and Ongoing Dialogue
Clear communication and feedback loops will be essential for sustaining momentum and improving practice.
Key communication and engagement elements may include:
- Quarterly or biannual District updates on progress, stories, and shared opportunities
- Platforms for congregations to share back their actions, ideas, and innovations, including at District synod gatherings.
- Two-way dialogue opportunities via forums, online meetings, or direct engagement
- Ongoing resource development to meet evolving needs
4. Review, Learning, and Renewal
Strategic direction must be held lightly enough to adapt as the Spirit leads and circumstances change. The MSD is intended to be dynamic, with built-in rhythms of reflection and renewal.
Proposed review framework:
- Annual reflection and reporting, locally and at District level, focusing on activity, impact, and learning
- Synod review (2 years) to identify what’s working, what needs adjustment, and to refresh focus areas
- Major review six-year cycle, two synods, to re-engage the wider church in strategic discernment
Reviews will not be solely about measuring performance, but about seeking alignment with God’s mission, and ensuring we remain responsive, faithful, and fruitful.
The Council of Synod (CoS) is the governing body that will own the Mission Strategic Direction and provide regular oversight on the implementation process. This should be a significant part of the CoS agenda at each meeting.
Appendix A: PESTLE Analysis Summary: Key Trends Impacting the Lutheran Church of New Zealand
This report identifies major trends across Political, Economic, Social, Technological, Legal, and Environmental domains, drawn from participant insights during the Mission Strategic Direction workshop. These trends highlight challenges, tensions, and emerging opportunities for the Church in navigating its future mission.
Political Trends
- Heightened Regulatory and Public Scrutiny
Driven by Royal Commissions and public inquiries, churches face increased expectations for accountability, transparency, and safeguarding—especially regarding historical abuse and redress. - Rise of Conservative and Polarised Politics
A global and local shift toward more conservative, often religion-aligned politics (e.g. “Trump-style” rhetoric) is creating tension and division, complicating how the Church positions itself in the public square.
Economic Trends
- Financial Constraints Across Congregations
Many congregations face reduced giving, ageing donor bases, and increased costs. Rising levies, declining volunteerism, and tightened public funding are placing pressure on operational sustainability. - Limited Access to Financial Tools and Grants
Despite availability of tax benefits and grants (e.g., FBT, funding schemes), churches may lack awareness or capacity to access them effectively, especially in a cross-Tasman context. - Demographic Shifts Reducing Financial Participation
An ageing membership, fixed incomes, and fewer young families are reducing discretionary giving and volunteer capacity across many communities.
Social Trends
- Increasing Cultural and Religious Diversity
Immigration is reshaping the religious landscape, with growth in non-Christian faiths and a move toward pluralism. This presents both a challenge to traditional identity and an opportunity for intercultural mission. - Changing Family and Lifestyle Structures
Urbanisation, time poverty, and shifting work/leisure priorities (e.g. 7-day trading, Sunday sport) are disrupting traditional worship models and limiting consistent engagement. - Shifting Religious Identity and Institutional Trust
Many now identify as “spiritual but not religious.” Institutional mistrust and generational shifts are weakening historic denominational loyalty, especially among younger people.
Technological Trends
- Digital Divide in Church Engagement
Older or lower-income members may struggle with digital access, while others expect seamless online connection. This divide complicates community-building and access to ministry. - Rise of Digital Ministry and Communication
Technology offers missional potential through livestreaming, social media, and online content. However, it also risks weakening physical attendance, offerings, and relational depth. - Information Overload and Misinformation
The Church must navigate a noisy digital world of clickbait, polarising content, and algorithm-driven discourse, which can distort truth and undermine wisdom-based leadership.
Legal Trends
- Compliance Burden Limiting Volunteer Engagement
Safe Church protocols, health regulations, and administrative demands are deterring participation—especially among smaller congregations with fewer resources. - Legal-Ethical Tensions in Social Policy
Issues like gender teaching, DEI frameworks, and religious exemptions are creating friction between Christian convictions and legal requirements in public life and education. - Uncertainty Around Charitable Status and Tax Exemptions
Shifting policy discussions suggest possible changes to how churches are taxed and classified—potentially reducing financial advantages and increasing scrutiny.
Environmental Trends
- Ageing Infrastructure with Sustainability Challenges
Many church buildings are old, inefficient, and underutilised. Calls for green upgrades (solar, gardens, reuse) are met with cost and relevance questions. - Eco-Theology and Young People’s Expectations
Environmental issues resonate with younger generations and offer a pathway for renewed engagement. However, theological clarity and missional alignment remain uneven. - Tensions in Environmental Action and Equity
While environmental concern is growing, there is also scepticism, unequal access to eco-friendly solutions, and a perceived clash between care for creation and doctrinal priorities.
Appendix B: PESTLE Analysis: Workshop Notes captured and themes discerned
The following notes reflect raw data captured during the April 2025 MSD workshop. These notes have been organised into themes that informed the environmental scan.
Political Factors
| Workshop Notes | Theme |
| · Royal commission outcomes
· Commission on abuse in care · Impact of Royal commission recommendations · Increased scrutiny of churches particularly in abuse · Impact of redress scheme · Negative news about other religious organisations |
Heightened Public and Regulatory Scrutiny of Religious Institutions |
| · Taxation geared to maintain wealth
· Local government rates · Changes to taxation rules · Charity discussion changes · Perceived vs real government changes · Charities status more regulated for high earning · Funding changes happening with regard to · Unknown but discussed tax changes |
Shifting Financial and Regulatory Landscape for Charities and Churches |
| · Individuals’ rights
· Perception of Christian values being outdated · Becoming multi culturally aware – Christian · Secular society · More secular outlook · Godless · Decrease in practicing Christians in government |
Increasing Secularisation and Changing Societal Values |
| · Decline in pastoral graduates leads to less pastors · Ordination of men and women · Ordination topic in the LCANZ · Lutheran Mission Australia (LM-A) · Rise of external Lutheran bodies · Splintering of the LCANZ into multiple |
Challenges to Unity, Leadership, and Theological Direction within the Church |
| · Refocussing trade focus to Asian economic zone
· Increased migration and subsequent growing · Global movement of people (immigration) |
Global and Regional Shifts Affecting Cultural and Religious Contexts |
| · Wealth fixes everything
· Churches of New Zealand – unsure of where we · General politics of New Zealand and uncertainty · Increasing mistrust · Tribal enemies – not just differences · Divisive – pushing the political divide |
Erosion of Social Cohesion and Trust in Institutions |
| · Rise of the religious right
· Rise of the right · Politics – moving to the right · Trump and Trump-style politics |
Political Shift Towards Conservatism and Religious Nationalism |
| · Health and safety
· Compliance with government requirements |
Rising Administrative and Regulatory Pressures |
Economic Factors
| Workshop Notes | Theme |
| · Unemployment levels – people feel income = ‘worth’ · Unemployment of new immigrants / arrivals · Unemployed rising everywhere |
Rising Unemployment and Its Social Impact |
| · Cost of living
· Cost of living increase · Cost of living crisis |
Cost of living |
| · “I give to causes not Churches”
· Lack of conversation about ‘giving’ · Church giving is down monetarily · Need more flexible thinking – effort / acts vs · Shift in attitude towards giving · Giving not adjusted by change |
Changing Attitudes Towards Giving and Church Support |
| · Financial insecurity
· More homelessness · More people relying on external means of · More charity shops |
Growing Financial Hardship and Community Dependency |
| · Fixed income impact
· Age (retired) leads to fixed income · LCANZ pastors are paid less (vs the population) · Church asst values high, but cash reserves low · LCA levies increase (whats the application for · LCA financial capacity is lower · Sunday offering and COVD are impacted · Lower capacity for giving · Less discretional spending · Tight monetary policy – public sector decrease · Reduction of support services |
Sustained Financial Pressure on Church Structures and Members |
| · FBT available for churches but we don’t use it
· Less access to funding grants · Lutheran World Service not tax deductible in · ‘Grab what you can and hold on’ mentality |
Underutilised Funding Tools and External Constraints |
| · Impact of declining congregations (and ageing)
· Older congregation – lower giving potential · Demography and the ending of the “Builders” · Growth from immigration · New immigration dependence on social and |
Demographic Transitions Affecting Church Sustainability |
| · People can study theology locally (lower cost) | Opportunities for Cost-Effective Leadership Development |
| · Decreasing volunteer numbers across society
· Time poor alongside lack of funding |
Diminishing Volunteer Base and Time Constraints |
Social Factors
| Workshop Notes | Theme |
| · 7 day trading – work requirements
· Sunday sport · Healthy, better food, better coffee · Customer ‘me’ focus · “Spiritual” but not religious (i.e. I am not · Lack of young family activities · Children in worship (activities, language, · Fluid worship (from different cultures) |
Evolving Lifestyles and Worship Preferences |
| · Loss/reduced rural communities (urbanisation)
· Youth move for employment · Cities, not country · Low birth rate in western culture · Ageing population · Nuclear family – no village · Exodus to Australia or overseas · Brain drain |
Demographic and Geographic Shifts Impacting Church Engagement |
| · The “Lutheran”
· The Danish-German background of Lutherans · More Maori congregations · Pakeha face of Lutheran Church New Zealand · Language barriers · Social presence…remove · Diversity vs social tensions · Woke vs Freedom |
Cultural Identity, Representation, and Social Tensions |
| · Immigration over the last 7 years – (Singh is the number 1 surname in New Zealand) · Multi-cultural society means multi-religious · Numerical increase of Muslims / Hindus / · Growing cross-cultural respect |
Increasing Cultural and Religious Diversity |
| · Conspiracy theories / theorists
· Growing divide (the have and have nots) |
Social Fragmentation and Mistrust |
Technological Factors
| Workshop Notes | Theme |
| · Lack of ability to connect due to age or dollars
· Challenge for some older members of · Small church funding gap for online (relational, · Rich vs poor in access and use of technology · Cost of devices · Second language speakers – difficulty following · Technology stubbornness causes frustration · Challenges of computers · Expectation of technological accessible |
Barriers to Access and Inclusion in a Digital World |
| · Technology reduces face to face interactions
· Lonely because of technology · Expansive isolation · Online community vs physical community · Online services lead to fewer attending church · Benefits for individuals of online may come at a · Cashless society impacts offerings · Swipe left / swipe right, you’re out! Divisive · Everybody on same page · Pervasive (can’t get away from technology) |
Disconnection and Relational Consequences of Digital Engagement |
| · Keyboard warriers / trolls and cancel culture of social media · Echo chambers and algorithms · Social media influence · Meta etc control influence AI / algorithms · Access to ideas, opinions (any nutjob can find an · Clickbait, shallow content · Misinformation sharing · Access to information is not wisdom · Bombardment of emails – turn off · AI and the rise of ‘expertise’ · The world of information in my pocket |
Information Chaos and the Challenges of Discernment |
| · Livestreaming
· Internet has become the first port of call for · Digital ministry can be an opportunity to grow the church · Unprecedented engagement and access to · Develop community through technology · More advertising with Facebook etc · Lutheran Tract Mission (LTM) use? There are · Technology is part of a pastors and leaders call |
Digital Tools as Missional Opportunities |
| · Web page
· Google entry · Wifi · Failure to keep information current · Notice boards (old school) · Need to invest in training and equipment · Don’t’ just think easiest but service community |
Foundational Technology and Communication Infrastructure |
Legal Factors
| Workshop Notes | Theme |
| · Increasing requirement for compliance
· Rules around volunteers at church · Safe Church requirements · Compliance vs volunteers attitude · More than PVC character references, behaviours · Lack of people willing to help out, because of the · Compliance with health and safety legislation · Church at times overburdens the situation – · Challenge for small congregation to deal with · Earthquake safe requirements · Catering for disabilities (physical, service) · Health issues (covid, vaccines, protections) |
Rising Compliance Expectations and Their Impact on Church Participation |
| · Legal doesn’t always equal gospel
· Clashes in social belief vs religious belief · Teaching of gender and sexuality in schools / · DEI policies intersecting with Christian values · Divisive moral narratives “DEI”, “Woke”, |
Tension Between Legal Norms and Theological Convictions |
| · Constitutions: current, relevant. Use to best advantage · Aligning Lutheran Church of Australia resources · Awareness of LCA delivery of New Zealand legal · Governance and the impact on councils |
Governance Challenges and Cross-Jurisdictional Alignment |
| · Rates
· Insurance · Compliance · Push to remove churches tax exemptions · Government discussion around tax, charities, |
Financial and Legal Pressures on Church Property and Tax Status |
| · Decrease in Christians in politics / law | Diminishing Christian Voice in Legislative Arenas |
Environmental Factors
| Workshop Notes | Theme |
| · Older ‘heritage’
· Aging buildings (lighting, heating) · Changes in building products · Cost of investment in solar energy, especially · Use church buildings for generation (solar, wind, · Making our churches more green (trees, vegetable plots, solar) · Buildings used more frequently · Multi use · Flexibility of seating etc · Meeting space, multi-use · Rubbish disposal (recycle, reuse) · Planting gardens on church property · Environmental vs hygiene · Perception of risks with using common cup and the disposal of individual cups · Increased number of EVs |
Sustainable Use and Modernisation of Church Properties |
| · Climate change and God’s Will
· No need to care for something that God will replace · Erosion of scientific surety (people think climate hoax) · Focus on environment in our prayers · Gods charge is to rule in ways that make life flourish · Season of creation · Churches growing in language of eco-theology · Do we (church) have a stand on environmental factors? · Environmentalism, seen as weak or work – eco-warriors don’t help |
Eco-Theology and the Church’s Environmental Stance |
| · Expectations (or demands) of young people
· Environmental issues – a ministry opportunity to engage young people |
Environmental Action as a Bridge to Younger Generations |
| · Environmental rich vs poor
· Frequent Travel (how far to travel to church) |
Justice, Access, and Participation in a Green Future |
