Calvary Baptist Vision Path (Part 6) - Maximization of Facilities

Vision Path Strategic Priority #5 - Maximization of Facilities

Calvary will maximize its use of current facilities and carefully consider needs for the future. We've been in our current building for eight years. At present there is no team in charge of building maintenance and much of the responsibility for urgent repairs falls upon our senior pastor. There is a need to maintain our building and grounds with excellence that is on par with the community in which we live. As Calvary has grown, and adult classrooms have been transitioned into the Connection Café and additional children’s classrooms, we now lack adequate space for our small groups and Sunday morning Life Development Classes, and this is hindering our growth. In addition, our junior and senior high youth groups have not had their own meeting space for a year and will need a youth friendly space that allows for worship with a youth band, activities, Bible study, and “hang out” time.


Key Convictions & Principles:

• Buildings and properties are never more important than people
• The first impression that our guests have when coming on to our property should be welcoming and communicate to them our commitment to excellence
• Our children, youth, and adults need space that is created just for them that shows that they are important to us
• Our campus should be the place where the community comes to do life together

Specific Goals:

• Consider existing space usage strategically
• Complete Connection Center (3,168 sq ft building, volunteer labor)
• Form a team to consider future building projects
• Form a Facilities and Grounds Team to oversee all maintenance and repairs

Resources, Responsibilities: The new Facilities and Grounds Team will be responsible for maintenance and repairs, a Facilities Expansion Team will consider new buildings, and the staff leader will be our Senior Pastor, Chuck Grant.

Key Outcomes: Completion of Connection Center in time for use by Summer Camp this June; Current Properties are well maintained and reflect our commitment to excellence; High participation in classes and activities offered in the connection Fall 2008 / Spring 2009; Proposal for future building projects by the end of 2009.

Clarifying the "Win": This priority will be a "win" when we are excellent stewards of what God has entrusted to us, when adults, students, youth and children have adequate space that does not hinder fellowship, growth or outreach, and when plans for expansion are carefully considered both from a strategic and financial viewpoint.

Perry Noble on Leadership Development

After work today I was able to check back in with the Purpose Driven Network Summit - for the ongoing live webcast. Tony Morgan and Carlos Whittaker were interviewing Perry Noble. Perry is the Senior Pastor and Tony is Chief Strategic Officer of New Spring Church in Anderson, SC.

The webcast is available as a recording which may be viewed online at ustream.tv. The fun part for me in watching it was that I actually got to ask a question that Perry spent some time answering! The question was: "How do you develop leaders at your church?" (This is a key strategic initiative for us at Calvary Baptist Church.) If you get a chance, please watch the video between 14:00 and 18:45 for his answer to this question and a related question - how do you motivate and share vision with leaders?

I'm not quite sure what answer I was expecting, but was rather surprised by what he said! If you don't know Perry, he's got a heart and passion the size of Texas for evangelism, and he's an incredible energetic and fired up preacher. His opening sentence in response to how to develop leaders was his philosophy...

"If you have to spend a lot of time developing your leaders, then you don't have leaders."

Ok, not quite the intentional plan for leadership development I was hoping for! :) He soon followed up by pointing out that he is a very self-motivated guy, so no one needs to put a book on his desk and tell him he needs to read it. He's going to go seek it out. If he doesn't see that hunger in staff members, if they're depending on him "to teach them everything about leadership they don't belong on staff or they belong in a position where they don't have to lead anything."

One thing he has been doing lately to develop leaders is to pour his life into some younger guys. Most recently God has been impressing on his heart "I need to spend more time pouring into my staff." Once a month or so he gets a group of folks on staff, that are not Senior Management Team level, and he buys 'em lunch and they can ask him anything they want about leadership (no theology, no movies, just leadership). They've sat there for two hours asking questions. What's cool is within a month or so he'll go into a second phase of that, reminding them what they asked about previously and seeing how/what they are doing on that aspect of leadership.

I'm going to need to ask more people this question about leadership development, especially in the context of volunteer leaders! Perry made some good points, but they seem to fit more for a larger church. I love how his closing comments in this section cut right to the chase --

"If I have someone on staff that I constantly need to motivate, they just gotta go.

Hell is too hot and life is too short for me to walk around and be everyone's cheerleader!"

Purpose Driven Network Summit 2008

Today through Thursday, Rick Warren of Saddleback Church will be gathering 35 pastors to share some powerful messages on best practices for ministry today. It's the Purpose Driven Network Summit 2008 - a rare invitation only conference for about 1500 ministry leaders and pastors. Bloggers and blog-readers were in for a treat as Rick invited DJ Chuang, Carlos Whittaker, Josh Griffin, and Tony Morgan to webcast/blog the event. The webcast and intereviews were hosted at UStream. I'm glad that I saw Tony's blog about this and that Rick's opening message was lunch time for us on the East Coast!

Saddleback was able to share Rick's opening message and first session as streaming video over the internet. It was quite an excellent message from the heart, as Rick poured out his desire to help pastors run a strong race and avoid discouragement. I took a lot of notes to share but found some really excellent notes/thoughts from Perry Noble (one of the attenders/speakers) as well as Dave Ferguson at his blog Velocity. Both Perry and Dave followed up with equally good notes on the next session.

Some assorted nuggets that caught my attention...

- A while back Rick asked God what did He want him to do next. The answer: "Shut up!" "Listen!" John 3:30 He has not taught a conference in the past two years, but has been listening: a lot. Talking to a lot of pastors. Trying out some amazing ministry experiments. We'll hear soon about some big upcoming news on his P.E.A.C.E. initiative to battle some major social and spiritual evils in the world.

- Rick reminds us that Purpose Driven is a framework and an informal network, not a church, not an asoociation.It's a coat hanger with five hooks. Pick what you put on each, he's not into programs, but simply that you need balance to have health, and that your church and ministry focus on the Great Commandment and the Great Commission. There are many such networks, but they tend to be silos - don't communicate, dont' cooperate. That's something he would like to start addressing, via a 'PEACE coalition.' -- Promote reconciliation, Equip servant leaders, Assist the poor, Care for the Sick, Educate the Next Generation.

The main part of his talk discussed how renewal has occurred through history, following five steps:

1. Personal renewal
2. Relational renewal
3. Missional renewal
4. Cultural renewal
5. Structural renewal

There's also a sixth at a higher level, institutional renewal. Institutions never institute, rather they preserve the change of the previous generation. Growth is always on the new limbs, institutions are the trunk, which provides stability.

I liked what he shared for several 'telltale signs' of these aspects of renewal.
- With personal renewal, the singing gets better :)
- With relational renewal, people hang-out longer after church is over.
- With missional renewal, the church starts to get a clue, we're here for a purpose beyond ourselves. Also, when these three line up, you can't stop a church from growing.
- The next stage, structural renewal, is a reflection that you can't but new wine in old wineskins. He stressed there is no perfect structure, which is why structure is never really discussed in the bible.

See the other blogs for info on staying strong in minsitry, but a takeaway suggestion I really liked was:
"Divert daily. Withdraw weekly. Abandon annually."

Calvary Baptist Vision Path (Part 5) - Build a Strong Financial Base

Vision Path Strategic Priority #4 -Build a Strong Financial Base

Another term for this priority is "Financial Freedom in Christ." The Calvary family both wants to be faithful stewards of the financial resources that God has entrusted to us in order to further His Kingdom, and to be a model encouraging the development of financial freedom in Christ to its members. Establishing a strong financial base will allow us to respond effectively when the Lord leads, will allow us to staff and expand strategically as opportunities arise, and will allow us to be more faithful in stewardship of His resources.

Key Convictions & Principles:

• God is the primary owner of all wealth
• God entrusts resources to His Body for faithful stewardship
• Calvary will model financial health to its members
• Tithing is a spiritual discipline emphasizing our dependence on God’s provision

Specific Goals:

• Maintain three months’ operating expenses in reserve
• Budget 1.5% of structural value per year for maintenance and repairs
• Encourage financial freedom in Christ for church members
• Prepare for next staff strategic hire by saving up six months' salary
• Aim for income to exceed operating expenses by 10% before any new building

Resources, Responsibilities: The Treasurer and the Finance Team are the key people involved in overseeing this priority, though it has implications throughout the church. We have recently started a series of small group bible studies based on the Crown Financial Ministries and will continue to expand the impact of this excellent study.

Key Outcomes: Build up emergency reserve by one month of expenses per year for the next three years; introduce proper maintenance allocation starting in 2009 budget; by Fall 2010 we will have a half-year salary reserve in advance of a strategic staff hire; by 2010 our income should exceed operating expenses by 10% in advance of any new building; by end of 2010, 10% of church membership will have had the Crown financial Bible study.

Clarifying the "Win": This priority will be a "win" when we as a church model the wise financial stewardship practices that we teach to our members, including having in place a prudent level of emergency reserves as well as saving in advance for expanding staff or facilities, and when our creativity and volunteer spirit allows us to do this without negatively impacting ministry or missions.

Calvary Baptist Vision Path (Part 4) - Intentional Leadership Development

Vision Path Strategic Priority #3 -Intentional Leadership Development

The upcoming sabbatical and ongoing growth at Calvary require us to complete the transition of a pastor-does-the-ministry model appropriate for small churches (<150>become more intentional about leadership development. There are three key needs for improving volunteer ministry: i) caring more for volunteers as people; ii) an intentional leadership development process; iii) improved strategic and operational planning for ministry. Addressing these needs together will help develop new leaders and strengthen existing leaders, prevent burnout, provide a greater level of satisfaction for those serving, and increase the overall effectiveness of ministry at Calvary.


Key Convictions and Principles:

• Biblical Leadership must reflect integrity, trust, passion, and a servant's heart
• Leadership begins with a clear and compelling vision, and influences others to a change in heart, priorities or actions towards that vision.
• Leadership development is best learned when it is taught within the context in which it will be practiced, and is strategic when aligned with the vision path.
• Leaders develop leaders – modeling, mentoring, and motivating.
• The most strategic thing a leader can do is to develop potential leaders
• The best environment for learning to lead is one where people are cared for as people, encouraged, equipped, and empowered.
• Current leaders must become more intentional in mentoring others, and must increasingly delegate authority, not just responsibility.

The goals below address our needs at the organizational level, in large groups, small groups, and one-on-one. They also provide some practical venues to leadership training to be put in practice.


Specific Goals:

• New Strategic Leadership Team to help broaden base of leadership
• Provide Servanthood And Leadership Training (SALT)
• One-on-one leadership training and coaching
• Leadership development in small groups
• Implementation of Vision Path itself will be a training opportunity for new leaders and ministry teams

Resources, Responsibilities: The greatest resource investment will be time, but we really do see leadership development as an investment that in the long-term will help free up a small number of overworked ministry leaders as well as increase overall passion and effectiveness of ministry. Pastor Chuck will lead the effort on this priority, supported by the new Strategic Leadership Team.

Key Outcomes: Strategic Leadership Team formed at the May business meeting; Regular SALT meetings aimed at equipping the Core; Every supported ministry has a leader and apprentice who can clearly communicate the purpose and vision of their ministry, and who understand the need to reproduce themselves; Deacons and Ministry Area Leaders will be accountable for one-on-one mentoring of other leaders; a 50-100% increase in the number of identifiable ministry leaders and apprentice leaders

Clarifying the "Win": This priority will be a "win" when the number of people actively leading a ministry or actively participating in its direction increases at least two-fold, when these leaders are enthusiastic and empowered in their ministry areas, and when they rate the training as useful and encouraging rather than a time sink.

Calvary Baptist Vision Path (Part 3) - Small Groups

Vision Path Strategic Priority #2 -Becoming a Community of Groups

Calvary will transition from a church with groups to a community of groups, where the vision of Calvary - the development of fully-devoted followers of Christ - is accomplished primarily within group life. As Calvary grows in size, the spiritual, emotional, and physical needs of our church family and the community cannot be met solely by the staff. In addition, we believe that life change happens as personal relationships are developed and people participate in a close knit small group that is providing encouragement, discipleship, and accountability.

Key Convictions and Principles:

• Life-change happens best in small groups
• Strong relationships are built when people “do life” together in a small group
• People’s emotional, physical, and spiritual needs are best met by those who know them and love them
• Every group deserves a shepherd leader who loves them, and is equipped to help them grow

Specific Goals:

• Form Small Group Support Team to oversee all Small Group Ministry
• Develop a team of small group coaches
• Develop shepherd leaders within small groups
• A small group for every person at Calvary
• All church leadership participating in a small group

Resources, Responsibilities: The emphasis on being a church of groups will require a significant time commitment from the Small Group Coaches and the Small Group Leaders as they move from a “facilitator” role to a “shepherd” role. Amy will be the staff leader of the Small Group Support Team.

Key Outcomes: There will be a small group available for every one who wants to participate (e.g. increase number until we have one group per 10 members/attenders); primary pastoral care will come from within small groups (supported by staff, not done by staff); measurable growth in personal commitments to discipleship, ministry, missions, worship, and fellowship within the Small Groups and within the church body.

Clarifying the "Win": This priority will be a "win" when exciting life change is occurring in small groups, when people are drawn into a group by the good things happening there, when members feel loved and equipped by their leaders, and when leaders fell loved and equipped by their coaches.

Calvary Baptist Vision Path (Part 2) - Sabbatical

Vision Path Strategic Priority #1 - Sabbatical for Pastor Chuck in 2009

Next summer Chuck and his wife Janis will take a 3-4 month sabbatical. We're only about six years overdue in doing this, so it's well deserved indeed. As you can imagine, this will have a pretty significant impact on the life of the church. What we don't want it to be is a time to just 'endure' and 'cover' the things needed to get done so he can return to the same situation as before. Rather, we want this to be a catalyst that highlights the need and benefit for an essential transition in our church - from being a small church where pastor-does-the-ministry to a growing church where pastor-equips-for-ministry. We've left the small church stage (under 150-200) but have not crossed the next growth barrier (of 400-500 attendance) into a smoothly run operation led by several experienced full time pastors. Technically, it's called the "awkward size" stage of church life. The second key transition that needs to be made is within Chuck and his leadership style - from an overworked involved-in-everything personal style focused on ministry to a much more coaching and developing style focused on the people who will do and lead ministry. To be clear, Chuck knows this and is looking forward to it (mostly!)

Specific Goals:

• Raise the vision of the congregation to step up to ministry
• Extend the influence of our pastor by leadership development
• Renewal (spiritually, emotionally, physically, relationally)
• Position the church to break through the 500 growth barrier

Resources, Responsibilities: We've applied for a Clergy renewal grant and should hear back on that around July. A Sabbatical Planning team will be formed to work out the details of the sabbatical, the pre-sabbatical preparation, mid-sabbatical preaching and duties, and post-sabbatical reintegration and sharing of vision. The Strategic Leadership Team will in some ways function as the staff would in a larger church in terms of support.

Key Outcomes: Chuck and Janis will enjoy a great sabbatical; Chuck will return with a clearer sense of vision and how he can best lead us in the future; the congregation will fully understand the biblical model of ministry and will have successfully stretched itself in 2009.

Clarifying the "Win": This priority will be accomplished if Pastor Chuck and the congregation are together eager and equipped for every member to serve in ministry according to their SHAPE and led by a shepherd who loves them and trusts them to do the things God has prepared in advance for us to do.

Calvary Baptist Vision Path (Part 1) - Overview

Over the past several months we've been taking a close look at our vision and doing some strategic planning to be more intentional about our ministry priorities and choices at Calvary Baptist. Senior Pastor Chuck Grant has led the process, with heavy involvement and support by a new Strategic Leadership Team as well as the core group that attends our Wednesday evening service. It's our third 'long range plan' since his arrival in 1997. Then as now, our focus is on the fulfillment of the Great Commandment and Great commission. In Chuck's words:

"Healthy churches are purpose driven, culturally relevant, kingdom oriented, and intentionally strategic. The driving purpose behind the ministry of Calvary is the development of fully devoted followers of Christ. Our business is to encourage people to become like Jesus and our product is changed lives. In order to fulfill our purpose we must be both culturally relevant and kingdom oriented. The strategic plan, or “Vision Path: 2008-2010” will help us to focus on our most important priorities, allocate resources accordingly, and evaluate our progress continually."

The Vision Path then is a roadmap. It's an imperfect one, but useful. Not static, but subject to change as God directs. It represents our best thoughts on how to proceed based on what we perceive God to be doing, and is a useful tool to monitor progress and provide accountability.

Key “Strategic Priorities” on the Vision Path for 2008-2010

1. Sabbatical for Pastor Chuck in 2009
2. Becoming a Community of Groups
3. Intentional Leadership Development
4. Build a Strong Financial Base
5. Maximization of Facilities
6. Communication Improved at all Levels
7. Strengthen First Impressions Ministry
8. Strategic Staff Development

This overview is the first part in a series that will present our Vision Path. I hope it's useful for small group leaders and other members of Calvary, but I also hope it might provide some ideas for other medium churches in a situation similar to ours (not they would find these priorities useful, but that by layout out our process from mission to vision to vision path they may find it a useful example of the strategic planning process). Send me an email if you would like a PDF copy, or have any questions on the Vision Path or our strategic planning process.

Impact, Influence, or Transform?

I've been thinking about the effect of other people on my life and it struck me just how disproportionate these effects have been.

There have been many people who have had an impact on my life, having some effect, making some impression, but primarily in an external way. I remember them, but they didn't change who I am or what I do.

A smaller but significant number of people have had definite influence on my life. These people, through their character or deeds, lived in such a way that they changed me. Typically, they've led me to change beliefs or behaviors, or have provided a concrete and compelling example of how to live (or with negative influences, how not to live).

But very few people have had the level of influence where I can say they really did transform my life - changed it in a way that would never have happened apart from them. My parents, my wife, a dear friend who displayed such Christ-like behavior that it drew me to Jesus, and a small handful of others...

What kind of effect do you want to have on those around you? On those you most care about? What type of people do your surround yourself with? Who do you entrust to influence the lives of your children? If you think about the big influences in your life - what made them so? As I think about my friends, coaches, advisors, teachers, there are some characteristics that show up in every one with a strong influence...

• They loved me unconditionally
• They chose to invest themselves in my life
• They believed in me, at times when others did not
• They challenged me, and spoke truth into my life
• They helped me see strengths I didn't know I had
• They went the extra mile

You know what's exciting about that list? There's nothing in there about skills, intelligence, experience, or charisma. They intentionally chose to do the things above, to be an influence, in the life of a person with whom they had built a relationship of trust.

Do you want to be a positive influence for other people? The choice is yours!

Random thoughts for the day

Today was an "in-the-zone" day (all by grace, nothing I did!) Finished something I promised a while ago for a client with three minutes to spare. Boss says he's scared for the first time in a while that new sales prospects are so good we may get swamped with work. Friend got a book I've been dying to see as an advance review copy. Installation of new software on my machine went flawlessly. Dinner was off-the-charts good (BBQ ribs), with cheesecake for dessert. Got to meet and talk to some new folks for dinner and they seem like wonderful people. Then a Q&A session on our recent vision presentation that went very well, and people asked questions. The day just couldn't have gone much better - thanks Lord!!

Two tidbits - first is one from recent reading though I wish I could remember the source:

"What is the difference between a committee and a team? A committee sits around and plans what other people are supposed to do. A team gets stuff done."

Second, the '7-second rule', used by Amy A. in our question and answer session tonight. "After asking a question, or opening up the floor for questions, close your mouth and keep in closed for at least seven seconds. Smile, but don't say anything." To us up front it seemed quite long, but to my shock, someone would finally ask a question. It was always a good question, but never came until after a good 6-7 seconds. That little tip kept our session going, and helped us not close early with a 'few closing songs.' I think time like that is important, to help as many people as possible understand the why behind things, not just the what.