Through the Purpose and Priorities Planning process, Lutheran Church–Canada developed the following goals and initiatives to sustain and strengthen the work we do together as a synod.
Goal #1 | Disciple-Making Culture
Serve, support, and equip congregations and partner ministries for mission and discipleship.
| INITIATIVE | PROGRESS | UPDATED |
|---|---|---|
| A. Develop a congregational assessment and revitalization process to assist congregations at varying stages of development. | Congregations have been using an assessment tool to measure three key aspects of well-being: sustainability, adaptability, and the balance between outward and inward focus. After completing this first step, congregations can take several paths forward—such as focusing on evangelism, mission outreach, or strategic planning. LCC Communications is working to make the availability of this tool more widely known to congregations. | July 2025 |
| B. Provide an ongoing series of education seminars for professional theological development. | The President’s Ministry Council (PMC) is collaborating with pastors and seminaries to identify areas of need and develop targeted seminars in response. | June 2025 |
| C. Develop a clear and consistent strategy whereby LCC will identify and address key social and political issues faced by congregations. | Director of Communications has begun strategizing improved methods for regularly monitoring for and identifying key social and political issues that are facing LCC members. | July 2025 |
| D. Work with congregations to identify and develop approaches to mission outreach in their area. | LCC’s three RMMCs met regularly throughout 2024 to review financial assistance requests, receive mission and ministry updates, and engage in planning, as their role continues to develop within the synodical structure. | June 2025 |
| E. Strengthen relationships between Director of Domestic Missions and partner ministries to build a stronger, coordinated outreach to Indigenous and underserved communities. | From June 16–17, representatives from LCC, The Lutheran Church—Missouri Synod, Lutheran Association of Missionaries and Pilots (LAMP), Lutheran Bible Translators of Canada, and the B.C. Mission Boat Society (BCMBS) met in Winnipeg to strengthen collaboration in Indigenous ministry. Discussions focused on how best to coordinate efforts in communities where these ministries are already present, particularly by providing consistency in pastoral care. The group also explored sustainable funding models to support long-term ministry. In July, Rev. Jacob Quast joined BCMBS on a mission trip to the remote First Nations community of Klemtu, B.C. BCMBS has served in Klemtu for over twenty-five years and has built a deep relationship with the community. The welcome was warm, and the need and desire for increased spiritual and pastoral care was clearly expressed. | August 2025 |
Goal #2 | Mission Outreach
Pursue bold domestic and international outreach and ministry.
| INITIATIVE | PROGRESS | UPDATED |
|---|---|---|
| A. Call a Director of Domestic Missions. | Rev. Jacob Quast accepted the call and began May 1, 2024. | COMPLETED |
| B. Identify the top three underserved immigrant groups in areas where LCC has an existing congregation for possible mission expansion. | Each region has completed the work of identifying key cultural and language groups for ministry. Current areas of focus include Chinese ministry in the Lower Mainland of B.C., Oromo ministry in various locations across the country, and outreach to the Muslim community in southern Ontario. With this identification phase complete, the next step is to develop strategies to strengthen and grow these ministries. | COMPLETED |
| C. Promote opportunities for partnership with individuals to support specific missions. | The Director of Advancement and the Director of Missions are actively engaging with members and individual donors on an ongoing basis. In addition, work continues on LCC's Mission webpages: All international mission content has been updated on the website to better reflect current ministry efforts and opportunities for support. Work has begun on the domestic mission pages to ensure updated and relevant content. LCC's InfoDigest continues to provide Mission Minute highlights each week on the work being done internationally and nationally. | July 2025 |
| D. Identify three prospective mission fields for Indigenous peoples ministry. | Joint meetings were held on September 9, 2024, and April 23, 2025, bringing together representatives from Lutheran Church–Canada (LCC), the Lutheran Church–Missouri Synod (LCMS), Lutheran Association of Missionaries and Pilots (LAMP), the B.C. Mission Boat Society (BCMBS), and Lutheran Bible Translators of Canada (LBTC). These gatherings focused on coordinated efforts to serve First Nations communities already connected to these ministries—emphasizing culturally respectful, enduring relationships and faithful Word and Sacrament ministry. Initial groundwork was completed following the September meeting, with further collaboration and strategic planning continuing under the leadership of LCC’s Director of Domestic Missions. Work is currently underway in Kitimat Village through Rev. Daniel Cunningham, and plans are in place for the Director of Domestic Missions to visit several First Nations communities where BCMBS has long-standing relationships. | June 2025 |
| E. Identify a Missionary-at-Large for Indigenous peoples ministry. | Initial meetings have been held with the Lutheran Church–Missouri Synod (LCMS). | June 2025 |
Goal #3 | Equip Leaders
Recruit, educate, and support ecclesiastical, diaconal, and lay leaders for the church.
| INITIATIVE | PROGRESS | UPDATED |
|---|---|---|
| A. Assemble a committee to develop multiple lay leader training workshops. | While work has not yet begun, Rev. Quast is responding to several requests by researching and developing evangelism and apologetics training materials. The PMC also responded to the call for Lay Service Guidelines by producing and distributing a guide for congregations in vacancy. Now publicly available on LCC’s website, the guide will soon be supplemented by video resources, including a French version for our bilingual communities. | June 2025 |
| B. Engage each congregation to identify prospects for pastoral, diaconal, or lay leader training. | A working group has been created with PMC/CLTS/CLS members to devote attention to this, and related matters. A initial proposal draft for a synod-wide project and toolkit has been prepared by LCC’s Director of Communications and LCC summer intern (and current MDiv student), which was shared with the seminaries’ respective Directors of Recruitment for initial feedback. | August 2025 |
| C. Launch monthly Zoom calls on current, important topics, to be led by an expert chosen by Synod leadership, which are open and available to anybody within LCC to participate. | The President’s Ministry Council (PMC) and the Communications and Technology Committee (CTC) are collaborating to identify an initial series of seminar topics. Recognizing the need for lifelong education and formation for all church workers, the PMC has begun working with the seminaries to develop a more comprehensive approach—of which these seminars will be a key component. The CTC is also exploring supplemental forms of delivering material on important topics, through additional media. | August 2025 |
| D. Develop protocols to create a funded vicarage model. | At its February 18, 2025 meeting, the Board of Directors approved an expanded use of the reserve fund to include supplementing annual giving and supporting the equipping of church workers. This includes providing funding for vicarage placements. | June 2025 |
| E. Develop a new model for pastoral formation, training and mentorship and approval for rostering that includes supervision beyond seminary. | The President’s Ministry Council (PMC), in collaboration with the joint Board of Regents and both seminaries, continues to discuss potential changes. While there is no formal update at this time, ongoing conversations are focused on shaping future directions. The West Region RMMC has initiated Ambassadors of Reconciliation training, with 35 participants to date and a second online course planned for Fall 2025, with the goal of expanding access across all regions. | June 2025 |
| F. Develop new protocols within the PAT program to train up pastors for unique, small congregation circumstances. | The Boards of Regents of both seminaries continue to collaborate with the President’s Ministry Council (PMC) to enhance pastor training through the expanded Pastors with Alternate Training (PAT) program. A new cohort of eight students began class in April. | June 2025 |
| G. Define the role of Associate Director - Family Ministries so that one can be called. | Samantha Neeb will start in this role on August 1, 2025. Neeb's consecration (DPS) was held on July 27, 2025 at First St. Paul's (Wellesley, ON). Her installation as Associate Director - Family Ministries will be held on July 31, 2025 at Peace (Winnipeg, MB). Livestream details for both were provided in InfoDigest. | COMPLETED |
Goal #4 | Organizational Effectiveness
Use and strengthen synodical structure, services, and processes to foster unity, transparency, and relationships.
| INITIATIVE | PROGRESS | UPDATED |
|---|---|---|
| A. Utilizing congregational self-assessment, identify strengths, areas of improvement, and potential partnership links for each congregation. | Congregations that have completed the first survey step are now progressing to the second phase. | June 2025 |
| B. Implement a formal assessment of the RMMC model for regional mission engagement to optimize its impact. | Each RMMC has actively clarified roles and responsibilities within their regions. Working groups across all regions are collaborating to share ideas. Representatives from each RMMC work with LCC leadership and the Director of Domestic Missions to optimize resource use. Additionally, LCC’s Director of Advancement is partnering with RMMCs to enhance support for domestic missions. LCC’s Director of Communications provided a draft communications plan to the Regional Pastors and to each RMMC for discussion and feedback. | September 2025 |
| C. Identify key areas of synodical staffing needs and develop a staffing plan (to better serve congregations and members). | The BOD Personnel Committee continues to review all current job descriptions to ensure they accurately reflect the work being performed in each position. Recent reviews have been completed for the Director of Communications, Director of International Missions, and Director of Domestic Missions. The committee remains focused on succession planning for key roles as it continues its review process. A job description has been created for the Chief Administrative Officer as part of a succession plan for that position. A job description for the Digital Communications and Content Manager position has been created. With the departure of our Accounting Manager, a job description has been created for an Accounting Manager (CAO Track). Recruitment is being focused on filling the Accounting Manager with someone who could potentially transition into the CAO position over a two year period. | October 2025 |
| D. Create a calendar of national events and activities to strengthen unity and inter-congregational relationships. | A basic communications calendar has been created. A review of web-based platforms to identify the best methods for sharing event and activity information is ongoing. Discussions about event types are in progress, and a list of current and potential events and activities is being compiled for review as part of a broader strategic communications plan. | June 2025 |
| E. Develop clear job descriptions and succession plans for all synodical positions. | The BOD Personnel Committee continues to review all current job descriptions to ensure they accurately reflect the work being performed in each position. Recent reviews have been completed for the Director of Communications, Director of International Missions, and Director of Domestic Missions. The committee remains focused on succession planning for key roles as it continues its review process. A job description has been created for the Chief Administrative Officer as part of a succession plan for that position. | July 2025 |
| F. Evaluate configuration of regions to ensure optimal delivery of ecclesiastical services and support. | Recommendation included in the Regional Pastor’s report to the Board of Directors, Exhibit 8.0. | June 2025 |
Goal #5 | Fiscal Resources & Responsibility
Gather, manage, and allocate financial resources to increase and optimize mission impact.
| INITIATIVE | PROGRESS | UPDATED |
|---|---|---|
| A. Coincide AGM with release of Annual Report ensuring timely, accurate, and transparent information is being released from the previous fiscal year. | Completed. This has now become an ongoing initiative, with each subsequent annual report developed and delivered prior to the AGM. | COMPLETED |
| B. Initiate the Campaign Readiness Study to determine the timing and scope of a national comprehensive campaign in support of current and future Synodical missions. | Completed. This initiative has now transitioned to the campaign planning phase on January 2, 2025. The planning phase will lead into the campaign’s quiet phase, anticipated to continue until June 2026. | COMPLETED |
| C. Develop and implement a synod-wide program to encourage, engage, and increase congregational remittances. | This comprehensive initiative involves the Director of Advancement, Regional Pastors, RMMCs, and—most importantly—congregations. A planning session with the PMC was held in January 2024, and ongoing communication with congregations continues. Revised letters for congregation remittances were sent in November 2023, resulting in positive responses. Emphasis remains on engaging congregation leaders through in-person presentations, printed materials, and clear communication of current financial needs. Further development of an annual giving program is underway. | June 2025 |
| D. Develop improved procedure to allocate and distribute financial resources to support domestic missions and ministry. | Efforts are underway to shift from reactive to proactive planning of mission and ministry needs and opportunities. LCC’s CAO continues to provide enhanced congregation analytics to support RMMCs in making informed decisions about financial resource allocation. As new mission opportunities arise and develop, they will be incorporated into the funding allocation process. | June 2025 |
Goal #6 | Strategic Communications
Cultivate open, consistent communications to inform, engage, and encourage awareness and response throughout the synodical family.
| INITIATIVE | PROGRESS | UPDATED |
|---|---|---|
| A. Identify at least one lay representative from each congregation to receive all communications from the national office. | LCC connects with convention lay delegates (or their alternates) to share national information. Delegate coverage is incomplete—both because participation in the 2022 convention was low and because each parish, not each congregation, is assigned a delegate. This means some congregations are not represented. As such, LCC Communications and Admin staff have established a protocol to ensure that congregations without an appointed delegate are contacted post-convention to provide the name of the congregation's council chair or to appoint another individual to receive national communications from LCC. Work continues to enhance strategy around which communication pieces go to this representative (i.e. certain messaging is directed to treasurers, chairs, or admin staff respectively). | September 2025 |
| B. Add one staff position to office of communications to assist the Director of Communications in the area of digital communications, social media, and content dissemination/distribution. | After thoughtful work on behalf of the Personnel Committee, LCC's HR/Office Manager, and the Director of Communications, LCC announced the creation of a new position—Digital Communications and Content Manager—as part of a strategic restructuring to strengthen our communications efforts and more effectively support the synod’s mission and ministry in a digital age. The position was developed in collaboration with LCC’s current Director of Communications, who will be transitioning into this new position, ensuring both continuity and renewed momentum as we move forward. LCC is active in the hiring process and further updates will be provided as soon as they become available. | September 2025 |
| C. Create a story vault which contains impact messages from laity, church workers, and people impacted by the ministry of the synodical family. | The Regional News Editor for The Canadian Lutheran has been recruited to assist LCC Communications with this process. Goals, guidelines, and protocol have been created by LCC's Director of Communications to streamline content creation and organization of materials. LCC Media Guidelines for Staff have also been established and distributed to equip staff members to participate in the information gathering while working deployed. | September 2025 |
| D. Create an annual communications and direct mail calendar designed to engage congregations, laity, pastors, and church workers. | LCC Communications and Admin Staff have established a calendar for internal use, to track all major outgoing communication pieces, ensuring effective and timely communication across various departments (including Advancement, Missions, Financial, etc.). The calendar is being reviewed to determine the optimal recipients for each communication piece, and to adjust strategy as needed. | September 2025 |
| E. Create annual report on mission needs and congregational remittances to increase awareness and response to support mission and ministry. | Ongoing communication with congregations continues, particularly through in-person presentations by the Director of Advancement. A review of all domestic mission needs is underway with the Director of Domestic Missions. LCC’s Directors of Missions and Director of Advancement, in coordination with the CAO, are actively defining, developing, and delivering information to assist congregations in budgeting and supporting LCC’s mission and ministry. Additionally, a quarterly mission newsletter is currently in development. | June 2025 |
| F. Establish doctrinal review protocols for sharing digital media. | LCC's Director of Communications has been researching how similar organizations manage doctrinal review for digital media, in order to prepare her recommendations for the PMC. | June 2025 |
Where did these initiatives come from?
LCC’s Purpose & Priorities Planning Process brought together voices from across our church body. Through this collaborative effort, we received valuable feedback and insights into the challenges and opportunities facing our synod—insights that have shaped the development of our strategic framework.
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