2026–2030 Strategic Plan

As new challenges require new strategies, the 2026–2030 plan will allow this Cathedral to meet the moment.
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A Letter from the Dean

Plan Priorities

Worship & Sacred Music

Jesus said, “Ask, and it will be given you; search, and you will find; knock, and the door will be opened for you.” —Luke 11:9
We will expand our cherished traditions of worship and sacred music to proclaim a vision of God’s Kingdom that is rooted in the reconciling love of Jesus Christ.
strategic plan priority Worship & Sacred Music

Sacred music and vibrant worship that point to the divine will anchor our common life, where liturgy and art have the power to change lives. We aim to reflect the richness and diversity of the world around us, and to honor the breadth of wisdom that is found in other faiths and traditions.

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Sacred & Civic

And let us consider how to provoke one another to love and good deeds, not neglecting to meet together... but encouraging one another. —Hebrews 10:24-25
We will use our trusted voice of moral leadership to lift up the values of our faith and defend the rights and dignity of every person – because every person is a beloved child of God.
strategic plan priority Sacred & Civic

We believe in the gospel compels us to live faithfully at the intersection of the sacred and the civic, where we embody God’s love as agents of reconciliation and offer a voice of conscience and a message of hope in a divided world.

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Welcoming & World-Class Guest Experience

Do not neglect to show hospitality to strangers, for thereby some have entertained angels unawares. —Hebrews 13:2
We will create a world-class experience for our guests and visitors, where hospitality and building relationships are a core part of our mission.  
strategic plan priority Welcoming & World-Class Guest Experience

We will be warm and generous in spirit, opening our hearts and doors to all people, welcoming our visitors with a world-class experience that is excellent, deepens engagement and reflects the beauty and embrace of the Cathedral.

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Stewardship & Sustainability

And what does the Lord require of you but to do justice, and to love kindness, and to walk humbly with your God? —Micah 6:8
We will prioritize the careful stewardship of gifts entrusted to us, and position this Cathedral for sustained viability—financial, personnel and operational—so that future generations can be transformed by this sacred space.
strategic plan priority Stewardship & Sustainability

We are privileged to be the inheritors of an investment in time, talent and treasure made by those who came before us, and we are called to ensure that this Cathedral continues to be available for generations yet unseen. In all that we do, we aspire to be the careful custodians and responsible stewards of this amazing gift.

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Download the 2026-2030 Strategic Plan

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As new challenges require new strategies, the 2026–2030 plan will allow this Cathedral to meet the moment. Download Plan

At a Glance: Strategic Plan Core Priorities

In all of our work, we will remain grounded in our commitments to four animating principles: Excellence, Stewardship, Innovation and Communication. We will use the tools available to us to nurture relationships, repair what is broken and invite new audiences to experience all that God is doing in this special place.

We will: 

  • Enhance our worship and music life with diverse offerings that reach new audiences, strengthen our ecumenical and interfaith relationships, and reflect the highest standards of excellence.
  • Expand alternative spiritual practices and worship experiences while elevating contemporary worship offerings and faithfully shepherding the richness of our Anglican tradition.
  • Deepen engagement in our online worship community (including Cathedral Close Online) and expand our digital-first worship offerings and digital worship catalogue as a resource to the wider church.
  • Nourish the spiritual life and harness the gifts within the Cathedral Congregation as we continue to support the worshipping needs of the Episcopal Diocese of Washington, the Close schools and the wider Episcopal Church.

We will: 

  • Convene leaders from civic, cultural and religious institutions through the College of Faith & Culture and equip them with the tools to lift up our highest ideals as Americans and as citizens of the Kingdom of God.
  • Offer a voice of moral clarity in polarizing times, with the ability to respond swiftly to threats to human dignity and fundamental rights and freedoms.
  • Utilize the Cathedral’s sacred spaces and digital footprint to create programming opportunities for encounters that nurture wellness, spiritual well-being and restoration.
  • Deepen the College of Faith & Culture and our engagement with diverse audiences no matter their attachment or attraction to the Cathedral, with an eye toward meaningful participation, growth and retention.
  • Expand the range of Cathedral programming in ways that support our mission while ensuring efficiency, scalability and sustainability through rigorous evaluation and careful allocation of resources.

We will:

  • Build relationships that bring people closer to God, closer to each other, and closer to this Cathedral by establishing Cathedral-wide standards of welcome that emphasize accessibility, hospitality, deepening engagement and our commitment to excellence.
  • Deliver ourselves to the highest ideals as we harness technology, standardized operations and guest feedback to deliver a best-in-class guest experience that is rooted in consistency, excellence and professionalism.
  • Expand our current activities with programs that inform and inspire new and nonreligious audiences, while creating pathways for ongoing engagement, seeking innovative ways to increase revenue and expand our internal capacity.

We will:

  • Plan annual budgets and multi-year financial plans with the ability to grow or contract as necessary, with careful metrics to monitor performance.
  • Deploy industry-standard tools to ensure maximum efficiency and invest in online systems that will support professionalized operations with the goal of data-driven decision making in the faithful execution of priority programs.
  • Increase and diversify our revenue streams, including growing our endowment, expanding opportunities for earned revenue, and accompanying our supporters along a journey where deepening engagement is reflected by increased support.
  • Build, sustain and retain a Cathedral workforce that embodies a clear sense of inclusion and belonging, and utilizes the highest professional standards to support equity, advancement and professional development of our talented staff.
  • Cultivate a thriving community of invested volunteers who are engaged, informed and activated to serve as effective ambassadors for the Cathedral’s mission and witness.