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MINISTRY OF LEADERSHIP

MINISTRY OF LEADERSHIP. 40080 Dr. Brad Waggoner. Unit 5. Strategic Planning. The Need for Strategic Planning.

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MINISTRY OF LEADERSHIP

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  1. MINISTRY OF LEADERSHIP 40080 Dr. Brad Waggoner

  2. Unit 5 Strategic Planning

  3. The Need for Strategic Planning “The typical church in North America is like a sailboat without a rudder, drifting aimlessly in the ocean. As if that is not bad enough, the winds of change and the currents of postmodernism are relentlessly blowing and pulling the church even farther off course.” (Malphurs 1999, 9) Bobb Biehl provides an overview of the typical symptoms of an organization that lacks a strategic planning process: (Biehl 1997, 8)

  4. The Need for Strategic Planning • _______ day to day. Lack of clear focus. Fire-fighting. • Unprepared for _________ _________. (Lack of facility space, inadequate staff, limited funds, etc.) • No leadership __________ _________. Existing leadership overloaded. • Lack of a clearly ________ _______. Multiple assumptions, values and purposes. A church that is being pulled in multiple directions. • An unclear ________. • No clear context for ________________. Paralyzing indecision.

  5. The Need for Strategic Planning • _______ day to day. Lack of clear focus. Fire-fighting. • Unprepared for _________ _________. (Lack of facility space, inadequate staff, limited funds, etc.) • No leadership __________ _________. Existing leadership overloaded. • Lack of a clearly ________ _______. Multiple assumptions, values and purposes. A church that is being pulled in multiple directions. • An unclear ________. • No clear context for ________________. Paralyzing indecision. Drifting explosive growth training strategies unified team dream decision-making

  6. The Need for Strategic Planning Malphurs indicates that a good strategic planning model is important for the following reasons: (Malphurs 1997, 10-11) • The church decides on and envisions its God-determined future and how best, through specific strategies, to accomplish that future. • The process prompts the church to be proactive not reactive-to be aggressive not passive- “salt and light” in this present world. • It forces churches to think about and focus on such deep biblical-theological issues as core purpose, mission, values, vision, and strategy.

  7. The Need for Strategic Planning • Helps the ministry discover its strengths as well as its weaknesses, its opportunities as well as its threats. • Helps the church face the reality of chaotic change and make the tough decisions. • Helps the church be positive, not negative, in its approach to ministry- to envision what it can do. • Invites the church to discover the trends driving both the secular world and the evangelical church and their positive or negative effects on the ministry. • Gets everyone on the same page so that the entire church team has a common context for decision-making and problem-solving.

  8. Who is Responsible for Strategic Planning Variables: • History of the church • Polity of the church • Organizational structure of the church • Maturity of the laity • Gifts and skills of the pastor and staff

  9. Who is Responsible for Strategic Planning Variables: • History of the church • Polity of the church • Organizational structure of the church • Maturity of the laity • Gifts and skills of the pastor and staff

  10. Who is Responsible for Strategic Planning The ____________ should be the primary person responsible for determining the overall vision and direction of the church. The strategizing and implementation of the vision should be __________. “Sound strategic direction has never been more important- which is why the strategic planning process must be truly decentralized.” (Peters 1987, 615)

  11. Who is Responsible for Strategic Planning? The ____________ should be the primary person responsible for determining the overall vision and direction of the church. The strategizing and implementation of the vision should be __________. “Sound strategic direction has never been more important- which is why the strategic planning process must be truly decentralized.” (Peters 1987, 615) Senior Pastor decentralized

  12. Where Do you Begin? Biblical Purpose Stephen Covey in his popular book, Seven Habits of Highly Effective People, uses the analogy of “leaning your ladder up against the right wall.” Rick Warren in his book, The Purpose Driven Church, argues that what should drive the planning process of any church should be the core biblical purposes.

  13. Some Preliminaries for Strategic Planning • Have you as the leader spent quality time with God to determine His will for the church? • Do you have a clear sense of biblical purpose, core values and vision for the future of the church? • Do you have solid leadership, organizational and administrative skills? If not, do you have someone on your team that does? • Do you need the assistance of an outside consultant? • Is your influence with the people of the church strong?

  14. Some Preliminaries for Strategic Planning • What is the status of your church with regard to strengths, weaknesses, readiness for change, etc.? • Do your people understand the difference between form and function? • Do you have a team of lay leaders and staff ready to participate in a strategic planning process? It is best to involve others in the planning process with some type of concentric circle model. Pastor  Staff  Vision Team/Board  Other leaders  Membership • What is your opinion or conviction about consensus?

  15. A Ten-Step Process for Strategic Planning Step One: __________________________ • Private • Key Leadership Team • Entire Church

  16. A Ten-Step Process for Strategic Planning Step One: __________________________ • Private • Key Leadership Team • Entire Church PRAYER

  17. A Ten-Step Process for Strategic Planning Step Two: ________________________

  18. A Ten-Step Process for Strategic Planning Step Two: ________________________ Suggestions from Aubrey Malphurs • Life Cycle of the Church Is the church growing, plateaued or declining? • Performance Analysis What are the strengths, weaknesses and limitations of the church? • Direction Do you have a clear vision and sense of direction? Do the key leaders have a clear vision? Does the membership share the vision and overall purpose and direction of the church? Are the vision and /or vision stalemates printed and communicated well? ANALYSIS of CHURCH & COMMUNITY

  19. A Ten-Step Process for Strategic Planning • Strategy Is there a strategy in place to accomplish the vision and mission of the church? Do the leaders and members embrace the strategy? Is the strategy being effectively implemented? • Congregational Make-up Age, gender, education, marital status, income, etc. • Cultural Context What are the core values, traditions, rituals, church heroes, expectations, norms, values, past events (negative and positive), etc.

  20. A Ten-Step Process for Strategic Planning • Analysis of Obstacles Morale, influential people, traditions, past negative experiences, organizational barriers, “sacred cows”, etc. • Spiritual Climate Number of spiritually mature leaders; attitudes and practices related to prayer, worship, Bible study, witnessing; attitude toward leadership; level of accountability in the church, etc. • Energy & Emotions Audit Number of people involved, level of enthusiasm and optimism, etc.

  21. A Ten-Step Process for Strategic Planning • Financial Stability Is the church currently meeting budget? What is the trend of giving? How much debt does the church have? What percentage of the people are giving? What is the average giving per family unit? Is the staff adequately paid? Are there major expenditures needed to provide room and opportunity for growth? How well informed are the people regarding biblical principles of finances? • Demographics of the Community Age, gender, income, education, etc. • Nature of the Community Growth rate, crime rate, number and of make-up of other churches, employment, needs and interests, unreached people groups, etc.

  22. A Ten-Step Process for Strategic Planning Step Three: ____________________________________

  23. A Ten-Step Process for Strategic Planning BIBLICAL PURPOSE Step Three: ____________________________________ • Biblical purposes are usually one or two word descriptions of the most fundamental tasks of the church. • These purposes are universal and timeless (in the sense that they will be in effect until Christ’s return). They are not affected by cultural context. • It is suggested that the pastor and key leadership attempt to involve as many people as possible in the analysis of the core purposes of the church. • Once established, these biblical purposes should direct the remainder of the strategic planning process.

  24. A Ten-Step Process for Strategic Planning Step Four: ____________________________________

  25. A Ten-Step Process for Strategic Planning DEVELOP A MISSION STATEMENT Step Four: ____________________________________ 1. The mission statement of a church is a broad, yet fairly brief biblical statement of what the ministry is supposed to be doing. 2. A clear mission statement can: • dictate the direction of ministry • focus the ministry • provide guidelines for decision-making • inspire unity and enthusiasm • provide a basis for evaluation

  26. 3.The leadership of the church should develop a mission statement that is biblical, broad, clear and simple. It should describe what the church should be doing. 4.Once a mission statement is developed it should be communicated clearly and often. (This will be covered in the unit dealing with Communication)

  27. A Ten-Step Process for Strategic Planning Step Five: _________________________

  28. A Ten-Step Process for Strategic Planning Step Five: _________________________ 1. A Vision Statement is a “clear, challenging picture of the future of the ministry as you believe that it can and must be.” (Malphurs 1999, 140) DEVELOP A VISION STATEMENT

  29. 2. Most authors state that a Vision Statement is different than a Mission Statement. A Mission Statement is a short statement of what the church should be doing and a Vision Statement can be a lengthy document filled with specific dreams of what the future can and should hold for a church. A Mission Statement should easily relate to more than one church, while a Vision Statement is more unique to a given situation. (For a further discussion of this see Malphurs, p. 133-142. Also, see the appendix for examples of Mission & Vision Statements.)

  30. 3. It is possible that what is meant by a Vision Statement in this strategic planning process is very similar to what Henry Blackaby, in his study Experiencing God, refers to as God revealing what He is doing so that we can join Him. Blackaby communicates that in every church ministry context, in every city or community the Spirit of God is carrying out a divine plan and that it is the responsibility and privilege of every Christian to discover what God is doing and join Him in the process.

  31. A Ten-Step Process for Strategic Planning “The Bible is the record of God’s activity in the world. In it He reveals Himself, His nature, His purposes and plans, and His ways…The focus is on God and His activity…When He is about to do something, He takes the initiative and comes to one or more of His servants. He lets them know what He is about to do. He invites them to adjust their lives to Him, so He can accomplish His work through them.” (Blackaby, 1990, 64-65)

  32. A Ten-Step Process for Strategic Planning Step Six: _____________________________

  33. A Ten-Step Process for Strategic Planning Step Six: _____________________________ 1. Keeping terms and definitions clear when reading organizational literature is a challenge. Some authors view objectives as sub- components of goals. Some use the words interchangeably. In this strategic planning model, objectives are “general areas where effort is directed” (Biehl 1997, 43). Out of each “objective” will come several “goals” that will be much more specific. ESTABLISH KEY MINISTRY OBJECTIVES

  34. 2. In this step of the strategic planning process you will review and reflect upon the core biblical purposes, the mission statement and the vision statement and from these you will seek to establish a few overall ministry objectives. (Some authors recommend that you have no more than six basic objectives to work on at any given time.) (For an example of objective statements see Biehl, p. 44 and Gangel, p. 97.)

  35. A Ten-Step Process for Strategic Planning Step Seven: ________________________________

  36. A Ten-Step Process for Strategic Planning Step Seven: ________________________________ 1. This is where the “rubber meets the road”. “If your church or Christian organization does not have clear, concise, measurable goals, you will have a great deal of difficulty placing or accepting accountability.” (Gangel, 1989, 97) DETERMINE SPECIFIC GOALS & ACTION PLANS

  37. 2. Characteristics of Effective Goals a. _____________________________ b. _____________________________ c. _____________________________ d. _____________________________

  38. A Ten-Step Process for Strategic Planning 2. Characteristics of Effective Goals a. _____________________________ b. _____________________________ c. _____________________________ d. _____________________________ RELEVANT REALISTIC / ACHIEVABLE SPECIFIC MEASURABLE

  39. 3. In each goal statement you need to develop a specific “Action Plan” that clearly articulates the “Who, What, When, Where” type of details.

  40. 3. In each goal statement you need to develop a specific “Action Plan” that clearly articulates the “Who, What, When, Where” type of details. Questions from Arlo Grenz 1. Which goals are really important in God’s eyes? 2. Which goals are most likely to succeed?

  41. 3. Which goals need to be accomplished before other goals can proceed? 4. In what areas are we especially qualified to do the job because of our location, facilities, or talents? 5. Which goals will stimulate the most interest in our people and, therefore, receive the most support? 6. Which goals will produce the most results with the least amount of invested resources? 7. Which goals allow us to minister to the most people?

  42. 8. In which areas have we already been effective? 9. In which areas are most of our people already involved? 10. How urgent is the need? 11. Which of these goals can be accomplished more effectively by someone else? Are other groups or individuals already meeting needs in the areas that we are examining?

  43. 12. What will happen if we do not attempt this goal? 13. In which areas can we achieve the quickest results? 14. What contribution does this goal make toward achieving our long-term goals? 15. Five years from now, will anybody care that we achieved this goal? (Grenz, 1994, 37-38)

  44. A Ten-Step Process for Strategic Planning Step Eight: ____________________________

  45. A Ten-Step Process for Strategic Planning PRIORITIZE OBJECTIVES & GOALS Step Eight: ____________________________ 1. Typically you cannot accomplish all of your objectives and goals at one time. You must decide which ones are most important and in what sequence. Keep in mind that some objectives and goals are contingent upon the success of others. 2. Some administrators try to establish short-range goals (90 days), mid-range goals (from 1-2 years), and long-range goals (2 years and up).

  46. A Ten-Step Process for Strategic Planning Step Nine: ______________________________ 1. Many goals and action plans fail for lack of adequate support. The following list contains common and essential elements of adequate support: • __________________________________________ • __________________________________________ • __________________________________________ • __________________________________________ • __________________________________________ • __________________________________________ • __________________________________________

  47. A Ten-Step Process for Strategic Planning DEVELOP THEINFRASTRUCTURE Step Nine: ______________________________ 1. Many goals and action plans fail for lack of adequate support. The following list contains common and essential elements of adequate support: • __________________________________________ • __________________________________________ • __________________________________________ • __________________________________________ • __________________________________________ • __________________________________________ • __________________________________________ Visible Pastoral Support Effective Communication Channels Proper Personnel (staff & volunteers) Adequate Funding Administrative Support Facilities Other logistics (materials / programs / childcare)

  48. 2. Although it may be impossible to have all of these elements of support in place before you begin to implement an objective or goal, you should seek to provide as many elements as possible.

  49. A Ten-Step Process for Strategic Planning StepTen: ___________________________

  50. A Ten-Step Process for Strategic Planning StepTen: ___________________________ 1. Although seldom done effectively by churches, the intentional and systematic evaluation of ministry effectiveness is a crucial part of the strategic planning process. Many otherwise good strategic plans fail for lack of determined and hard-nosed review and accountability. REVIEW / EVALUATE & ADJUST

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