Presiding Bishopric Strategic Priorities Overview for World Church Finance Board

The original document can be found in the December 2023 financial update here

Priority #1: Engage new generations of disciples and seekers in our transforming mission including whole-life stewardship response.

This missional and financial challenge is our top priority as we work with leaders to create multiple entry points into various forms of spiritual community where new generations can encounter Christ’s transforming mission and respond through whole-life stewardship.

Priority #1 Tier One Strategic Priorities: Tier One priorities focus initially on the United States due to the proportion of contributions (95%) that come from this source.

  • Re-visioning of Mission Funding Council Purpose: The purpose of the council will be revised to reflect a shift in focus to the next generation contributors.
  • Children’s Generosity Formation and Giving Portal: Design and implement a portal for families to explore concepts of responsible sharing, saving, and spending with their children including an opportunity to contribute to the church’s mission.
  • Re-engagement of Individuals Ages 25 to 45 in Mission and Generosity: Includes generosity minister position as part of mission funding, community platform for collaboration, focused education opportunities tied to life stage needs, and community building to cultivate belonging.
  • Deeper Engagement of Individuals Ages 46-65 in Mission and Capacity Expansion: Includes generosity minister position as part of mission funding, focused education opportunities tied to life stage needs, community building, and mission partnerships.

Priority #2: Explore and implement new sources of income to build endowments and sustain focused support of our global mission.

We will continue to evaluate how we utilize all assets while exploring and implementing new sources of income. This will include new funding models and creative approaches to attract funding to various aspects of our mission that have appeal beyond traditional forms of organized religion. We also will explore entrepreneurial opportunities that embody our Enduring Principles and have the potential to generate new sources of income.

Priority #2 Tier One Strategic Priorities:

  • Entrepreneurial Roundtable: Engage business leaders in exploration of entrepreneurial opportunities to generate net revenue to support the church’s global mission.
  • Exploration and Implementation of New Net Revenue Generating Entities: The priority is revenue diversification by identifying and potentially investing in entities that embody our values and provide predictable net revenue to fund mission over time.

Priority #3: Explore and implement new partnership models to share gifts of ministry, story, leadership, and finances across fields, mission centers, and congregations in a decentralized church structure.

We will build our endowments over time enabling us to fund many International Headquarters expenses with endowment income. As we move in this direction, this will free individuals, congregations, and mission centers to fund mission locally and globally by partnering with other mission centers and fields across the church as they respond to emerging missional opportunities.

This renewed spirit of generosity will extend beyond financial resources and bless the church with multicultural gifts of ministry, leadership, and story inspiring new understandings and expressions of what it means to be a global interdependent faith community.

Priority #3 Tier One Strategic Priorities:

  • Connect Contributor Interests to Ministry Partnership Opportunities: As we work with specific contributor groups in Priority #1 above, we will introduce partnership opportunities as one way to fund ministries in the Worldwide Mission Budget.

Priority #4: Increase effective utilization of all our facilities, including International Headquarters campus, for mission.

Stewardship of our physical assets requires effective use of facilities for mission across the church including the Temple Complex. We will support ways to expand utilization of the Temple and Auditorium as a center for community life, formation, and mission.

In the future we will continue to evaluate the best use of all physical assets to support mission. In some cases, this evaluation will lead to the conversion of physical assets (such as buildings and property) to liquid assets so those funds can be used for new mission opportunities locally and globally into the future.

Priority #4 Tier One Strategic Priorities

  • Develop Temple Complex as Center for Community Life, Formation, and Mission: Support emerging ministries like the Center for Living Water and explore new opportunities connected with greater Kansas City community life, cultural enrichment, and community development needs.

Priority #5: Experiment with new ways to convey and live our principles of generosity and commitment to economic justice, offering hope for a sustainable future for all.

We have been inspired by new and broader understandings of generosity that make possible a world where there is enough for all if we courageously share. We will renew our efforts to teach these principles and practices to free the generosity of younger generations including our children. We will apply these principles and advocate for policies and practices that value the worth of all persons, especially those trapped in cycles of poverty and injustice.

Priority #5 Tier One Strategic Priorities:

The Presiding Bishopric anticipates potential projects connected to the Climate Change resolution passed at 2023 World Conference. This issue had strong resonance with the Order of Bishops and provides a tangible example of how principles of generosity, economic justice, and sustainability intersect.