Review briefly the relevant factors and essential characteristics to our planning model. The model must address our changing world and the changing needs of people. It must be able to change direction. It must not be locked in. The model must be especially sensitive to the community and its needs. The model should be aware of the past, but not focused in the past. It must reflect the unique personality of the local church. This means it will be tailored to the special circumstances and needs of the church. The model will help define congregational purpose, the roles of members, and a ministry philosophy. It will focus on strengths, assets, capabilities, and values. The model must be future-oriented, optimistic, creative, and strength- oriented, suggesting progress rather than maintenance.

An effective planning model will move from the present reality into a planning phase to bring about the shared visions and values of the future. In general, the model must address purpose, operational goals or objectives, programs to reach the goals, and evaluations or performance standards. Another way of looking at this process moves from planning, to leadership needs, to organization, to evaluation.

This paper adds to these general four-step outlines to assist the church in carefully working through each aspect of planning in a consistent, continuing process. The model outlined here treats Missions, Strengths, Values, Vision, Purpose, Action Plan, and Evaluation. This model is useful, not only as a general planning model, but also as a model to develop individual aspects of the local church work.

In more detail, our planning model must (1) be consistent with the mission of the church, (2) identify and reflect the individual and congregational talents, strengths, and gifts, (3) identify the church's core values, (4) be pulled by a vision of the future, (5) understand the importance of purpose and develop purpose statements for each individual activity, and (6) use these factors to develop a plan of action pointed toward the congregational goals and objectives. The model must finally provide evaluation and the possibility of change of direction when needed.

Mission--Why Does This Church Exist?

Most models begin with purpose. Since we have included purpose later in the model, we must take a moment to distinguish mission and purpose. I call the overarching, broad statement of the church's direction its mission. I believe this mission is God-given. The church exists in God's eternal purpose to his glory. God is glorified when the church fulfills his purpose. Each church must accomplish the mission God has given it. Our planning model takes as its foundation this God-given mission. It is beyond the scope of this paper to go through the step-by-step development of a mission statement, but the mission statement of the church is our beginning point. This is the broadest statement of the general direction God desires for this church.

The mission is the goal. This is the primary thing about the church. This must grip us. This mission must be simple and concise. It must be limited to the realistic capacity of the church. It must be succinct and reflect the faith of the church. In one sense, the mission is the task. If activities do not move us toward this task, they are of no value. It is the mission which gives integrity and identity, a sense of who we are and what we are about. Why does God have this church in this place?

This statement of mission will reflect the church personality. The statement may reflect community needs. If special target groups are considered, specialized ministries may be included in the mission statement. However, the mission statement must not be too broad, attempting to do everything. The mission is the overriding thing God desires in this church.

It is important that we carefully distinguish mission and purpose. The concept of purpose is often used synonymously with mission. Our distinction is this. Mission is God giving direction, purpose is man responding. Mission is defined eternally, and is not at the mercy of human invention. Purpose is defined as reason, motivation, intention, or resolution. It is essential that the planning model begin with God.

Richard Leider clarifies this reason for this distinction, "Purpose is the act of consciously applying our motivated strengths and resources to people and projects that move us and in which we believe." (Power of Purpose) David Barkemeyer (Congregational Leadership) suggests this formula: Motivated Talents times Values equals Purpose. These authors suggest that purpose is best developed as a function of strengths and values. This formula suggests the next three steps in the model. These are leadership issues. We must identify and motivate talents, assess values, and identify a purpose consistent with them.

Strengths--What Can This Church Do?

Answering the question above requires the identification of available talents--individually and congregationally. This involves recognizing strengths and nurturing skills. Talents, strengths, and gifts must be recognized, developed and made available. Talents must be motivated. Unmotivated talents are of little value to the church. The church must mobilize the members and their talents. It is for this reason that I characterize this step as a vital aspect of leadership. Every church has leadership, either officially or unofficially. Every church has someone is charge. These persons must be involved in and support the planning process. These persons must actively seek the involvement and help of the members. Schaller notes this as a major shortcoming in most smaller church planning. (Growing Plans, 63) It is ironic that larger churches are often more effective in communicating worth and value to members than are smaller churches. Every church with a high percentage of members committed and involved has, in some way, surveyed talent and motivated that talent by incorporating it into the planning process. This is how members develop effective role concepts. This is a major source of self-esteem, individually and corporately. Some churches will not consider adding a ministry or program unless there is someone qualified and ready to assume responsibility for that work.

Membership surveys are the most common means of determining the available strengths of a church. Membership surveys can help discover talents and motivate those talents. One helpful item often omitted from such surveys is a mechanism that allows members to indicate their desire to learn or receive training in an area of interest. Members will not sign up to do things when they do not think they are capable. Formal membership surveys are a recommended way of identifying the talents, strengths, and interests of a church.

Sometimes the personality and experience of a church will work against such formal surveys. Informal surveys can also be used effectively. Informal member surveys are generally accomplished through small groups or visits and may prove more useful than formal surveys in some situations. Sample questions for such anecdotal surveys might include "What do you want to do? What are you doing in this church now? What would you like to see this church do? What do you most like doing? What do you think you do best in the church?" Questions such as these help a church know if members are serving where they what to serve, where they are most capable, and in areas that interest them. One church with which I consulted simply asked the members to list everything they would like to see the church doing. Another church refuses to have any activities that fall in the category of "someone has to do it." Their motto is, "No one serves simply because someone has to do it." These approaches seek to motivate talents--to help people use skills and spiritual girts because they want to participate.

The development of a planning model that motivates membership involvement can be helped by considering those things that effectively motivate. We are motivated by self-direction, by doing what we want to do. We are motivated by success, by doing what we do well. We are motivated by purpose, the challenge of doing something bigger than we are. We are motivated by expectation. We are motivated by doing things consistent with our values which move us toward the things we value. We are motivated by a vision of what can be, and the belief that we can get there. Activity is a powerful motivator. Serving others is often an effective motivator. This motivation insures our response to the needs around us. Motivation also comes from within. Motivation grows with purpose. Remember the Leider quote, "Purpose is the act of consciously applying our motivated strengths...." We are motivated by the opportunity to be ourselves and to use our God-given strengths, abilities, and gifts.

Analyzing congregational strengths may yield surprising results beyond individual strengths. Synergism is often at work. We can do more together than individually. Once individuals understand and assess their own talents and strengths, they are better able to assess the talents and strengths of others. When groups are asked to identify strengths of members in the group, usually a strength will be identified in a person which that person had not previously considered. Members working together will develop longer lists of congregational strengths than members working separately. Questions that can help measure congregational strengths include the following. What does this congregation do well? Do best? What unique opportunities does this congregation have? What does this church like to do? What activities bind this church together? When has this church been most unified? What is this church currently doing? What activities never lack for volunteers?

Two significant things occur when talents and strengths are identified at the individual and congregational levels. Decentralization is at work, and we obtain information necessary to sharpening the philosophy of ministry.

Values--Why do we act as we do? What really matters to this church?

Values help determine priorities and preferences. Traditional planning models in the business world and in the church world have often failed to recognize the importance of core values. In church planning models, values questions must include the members as well as the leaders. It is true that a good leader is a value shaper or caster, but this is not to say that the leader determines values.

Examples of questions which can help determine church values are these. Where do members invest the most time, effort, and resources? What activities include the most people or have the largest involvement level? What are our perceived duties (what do we think we must do)? What do we consider most important? What can this church do that none else can do?

No congregation can be all things to all people. They key to identifying, understanding, and building upon core values is recognition of the special things that are near to the heart of the church. This focus will concentrate the group effort, resulting in effectiveness. There is nothing wrong with wanting to do many things well, but effectiveness demands focus. Without the focus that a core value provides, many activities will falter for lack of support. These core values should consider community identity and special ministry opportunities.

Most churches will be known in their communities for certain characteristics. These "values" influence decisions, programs of work, the spirit of worship, and the fellowship of the members. Accurate core values will reflect the strengths of the church. Core values dictate how the church conducts itself, and why the church chooses to do what it does. These values are the guiding principles of the church.

Core values are often reflected in expectations. What does this church expect of itself? What does this community expect of this church? It is best to identify core values before any project is at risk. Otherwise, price may warp expectations and the talent evaluation.

Core values must of necessity be limited in number, especially in smaller churches. Accurate core values insure that the planning model reflects the church personality. Core values couples with congregational talents, strengths, and gifts shape the philosophy of ministry. Effective ministry is possible where talents, strengths, and gifts overlap values. Under the overall umbrella of God's mission for the church, talents and values help identify purpose (talents times values equals purpose). Identifying core values has many benefits. Goal conflicts are often solved by priorities and values. Differentiating "front line" activities from "rear-echelon" activities-- prioritizing--reduces people problems. Core values can help distinguish what activities are the core work of the church and which are supporting functions.

Vision--Where are we going?

From the mission, strengths, and values of a church comes a dream. After a church has worked through the identification of its God-given mission, has identified the personal resources available, and has established the core values that unite, a vision begins to emerge. A major function of leadership is to provide this vision. (Bennis and Nanus, Leaders, 20) Leaders provide the confidence and expectation which help move the church toward the vision. Expectations motivate the church to action. This is not where we think we are going, hope we are going, or would like to go. This is where we are going! God has given us this mission. God has also provided the spiritual gifts--strengths and talents. The members are making those talents and gifts available. The values of the church are firmly in place. The emerging vision reflects the mission, talents, and values. We have a vision. This is where we are going. Vision must be ever-present. Leaders provide vision from beginning to end--from mission statement to evaluation. This is possible because the leaders know much about the strengths and values of the church before the church develops this self-awareness. The leaders keep the dream alive and in front of the congregation.

Purpose--What should we do?

Purpose is a combination of reasons, motivations, and intentions. Purpose is the clarification of the congregational mission. Purpose is human response to God's mission. Purpose further focuses the specific aspects of the general mission. How shall we respond to the command, challenges, and opportunities God provides?

The church with a mission statement based on God's will in their present circumstances, having surveyed the talents and spiritual gifts available, with a clear understanding of its shared core values is read to develop its purpose statements, those objectives that reflect individual and congregational talents and values. Because members desire to find purpose in the activities of the church, these statements will also reflect the members' purposes. The purposes of the church and its members should generally correspond because the planning process has been particpatory. Thus the planning model will reflect the congregational personality.

The purpose (talents times values) of each individual is different. This is reflected in Paul's "many members" statements in 1 Corinthians 12. The various activities of the church do not all have the same purpose, even when they are all pointing toward the same God-given mission. This is how multiple purpose statements can grow out of one mission statement. This is also a reflection of decentralization. Ideas are not conceived at the top and filtered down. Ideas take shape throughout the system and filter in both directions. These ideas reflect the strengths and values of the membership, and provide a significant motivation to the church. The church springs into action. Members are freed to act. One does not have to be good at everything. This also frees people from the fear of failure. When our purposes reflect God's mission, our personal abilities, and our personal values, that purpose is important to us. Self-esteem increases. Spiritual growth occurs. Focus is on a limited purpose with limited objectives. Objectives are realistic. The planning process is focused.

Every congregation has talents. Every church has values. When leaders provide vision, and enable the church to see that vision, talents coupled with values yield a purpose worth the investment of our lives and resources. The church is being drawn by a vision rather than pushed by a plan.

Plan of Action--How shall we do it?

Many people confuse the objective and the activities that will reach the objective. Many believe that the mere identification of the objective or goal will be sufficient to move the church in that direction. Nothing could be further from the truth, especially in smaller churches. Once the objective is defined and we know what we are going to do, we must inquire concerning methods. We must develop a plan of action. This is answering the question, "How?" How shall we proceed?

Now methods can be chosen. Methods should not be identified before this step. Goals and objectives, both short-range and long-range should be written down. Goals must be specific, measurable, and time-limited. Goals and action plans must fit the stated purpose. Much church plans begins here without laying the groundwork for effective planning in the mission, talents, values, vision, and purpose steps. One can almost guarantee that developing a plan of action without the necessary preceding steps is doomed to failure.

It is beyond the scope of this study to outline in detail how goals are stated and action plans developed, but excellent resources are available to help with this process.

Evaluation--Are we doing it?

Is the model working? Are our methods accomplishing our purposes? Are our purposes aligned with God's mission? Is our plan effective? What changes should we make? I believe the best models for small church planning use internal evaluation. The purpose, goals, and objectives were developed at the grassroots level. Those involved can evaluate best. Evaluation is based primarily on God's mission and the church's purposeful response. Each ministry has cared out its own plan without having to respond to outside expectations and demands. Procedures and structures have been self-determined. The model is not locked in, but can be response to changing needs and circumstances, needs and circumstances which are best evaluated by those involved.

As ministry systems have gained in popularity, many have viewed them as glorified committee structures or multi-layered organizations accomplishing little. Ministries systems reflect many of Naisbitt's trends. A larger problem is that the ministries become the tail that wags the dog. In a church, regardless of size, there are likely no more than three or four items that can really be called God's mission for that church. Numerous activities or ministries may work toward fulfilling that mission. One familiar drawing depicting ministry systems uses silos or vertical towers to describe the various ministries in which a church may be involved. A better drawing might be to add to those silos (ministry systems) the few horizontal lines that represent God's mission for the church. Each ministry must ask how it intersects the missions of God.

The ministry system has been valuable because of its ability to focus on the talents and values of the church members to encourage decentralization, participatory decision-making, networking (as ministries coordinate efforts), self-help, multiple options, and long-range efforts directed toward the church's mission. Each of these factors is emphasized in effective internal evaluation.

Back to top | Next: Chapter 6