This document discusses strategic planning for church growth and revitalization. It outlines common weaknesses found in churches, such as ambiguous identity and low mission emphasis. It also describes common findings from assessments, like demographic homogeneity and clergy dependency. The document recommends that churches develop a clear vision and mission statement. It emphasizes that the mission should be about growth, not just survival. Finally, it stresses that developing lay leadership through spiritual growth is key to the church's future success.

1. FROM VISION TO
STRATEGIC
PLANNING
FINAL REMARKS
AN EDUCATIONAL NUGGET BASED
ON TOM BANDY’S WRITINGS
Rev. Dr. Pablo A. Jiménez

2. Introduction
 In our previous videos we have
studied the meaning of concepts
such as vision & mission.
 We also saw two models for Church
development and growth, namely the
Declining Church and the Thriving
Church.

3. Strategic planning
 In this occasion we turn our sight to
strategic planning, a key topic for any
Church revitalization plan.
 Our video has been developed in
dialogue with Thomas G. Bandy’s
“Moving Off the Map” (Nashville:
Abingdon Press, 1998).

4. A Book we Strongly
Recommend

5. Final Remarks

6. Weaknesses
 Just as the Congregational Mission
Assessment will reveal certain broad
strengths for Churches dedicated to
systems of belonging, so also the
assessment will usually reveal broad
weaknesses.

7. Common Findings I
 Ambiguous identity.
 Low mission emphases.
 Unwieldy organizations.
 Informational worship.
 Demographic homogeneity.

8. Common Findings II
 Little adult spiritual discipline.
 Clergy dependency.
 Little lay training.
 Minimal team mission.
 Poor communications.

9. Common Entry Points I
 The most common entries into
Church transformation are:
The spiritual discipline of listening to
the public.
The spiritual discipline of visioning.
The formation of spirituality cell groups.
The process of spiritual gifts
discernment.

10. Common Entry Points II
 The creation of a proscriptive
organizational model.
 The spiritual discipline and growth of
a cadre of key lay leaders and clergy.
 The initiation of the first of a series of
multitrack worship services.
 And the relation or acquisition of
property (especially the worship
center).

11. Bedrock Beliefs I
 The bedrock beliefs of congregational
life are the principles or symbols of
faith that matter most in the daily life
of congregational participants.
 It is to these principles or symbols
that participants immediately turn in
times of crisis.

12. Bedrock Beliefs II
 Bedrock beliefs articulate short form
the rationale and purpose of
congregational life and ministry.
Bedrock beliefs articulate in short
form the point behind life and death.
Bedrock beliefs celebrate paradox
and mystery and invite animated
conversation.

13. Bedrock Beliefs III
 In other words, bedrock beliefs are
not a matter of correct thinking,
reasoned opinion, or personal life
philosophy. Bedrock beliefs are
matter of one’s own experience of the
Holy--and why that experience might
keep people from suicide tomorrow
morning.

14. Bedrock Beliefs IV
 Once bedrock beliefs have become
clear, the congregation can begin to
address issues of identity, message,
direction, and stragetic planning.
Irregular worship attendance, chronic
helplessness, boredom, and stagnant
ministry all result from ambiguity
about beliefs.

15. Bedrock Beliefs V
 The expression of bedrock beliefs
should not be limited to traditional
doctoral language, however. Indeed,
such language is often too abstract
and does not reveal the depth of
personal experience with God.
Thematic key words that express
bedrock beliefs might include:

16. Bedrock Beliefs: Examples I
 God is love
 Ecstasy
 Forgiveness
 Prayer
 Joy
 Jesus
 Unity

17. Bedrock Beliefs: Examples II
 Christian duty
 Worship
 Scriptural authority
 Friend
 Universality
 Compassion
 Mission

18. Bedrock Beliefs: Examples III
 Acceptance
 Oneness
 Growth
 Calling
 Mercy
 Justice

19. Goal of the Focus Group
 The goal of the focus group is to
facilitate a full and complete sharing
of visions so that patterns and trends
can become visible and the group
can refine and build a larger team
vision that includes the enthusiasm of
each participant.

20. Emerging Visions
 Leadership should report emerging
visions to the worship planning team
for inclusion and the worship
services, and if needed, assist
individuals in sharing their visions.
Remember, a true vision can never
be contained in mere words.

21. Alternative Vehicles
 Therefore, do not be afraid to use,
symbols, pictures, stories, poetry,
dance, or any other creative vehicle
to communicate the emerging team
vision.

22. Already Brewing
 Sometimes an emerging vision is
already building such shared
enthusiasm that is practically carrying
you away.
 It may seem that focus groups are
not necessary.

23. Authentic Biblical Visions Are
 Authentic Biblical visions are always too
hot to handle.
 Authentic Biblical visions elicit
extraordinary courage and build self-
esteem.
 Authentic Biblical visions build team
relationships.
 Authentic Biblical visions are always
linked to Jesus.

24. Vision is Dynamic
 Do remind participants that this
vision, like the core values and
bedrock beliefs of the congregation,
will not be carved in stone.
 It will always be defined, refined, and
celebrated through future annual
congregational meetings.

25. Three Common Mistakes I
 Congregations make three common
mistakes make mission statements. First,
a mission to survive is not a mission. The
perpetuation of a heritage has no value
itself, and it is neither interesting nor
helpful to the public. The survival of an
institution--no matter how large, glorious,
or expensive--is of no consequence for
God. Biblical visions never leave people to
survive. They lead people to grow.

26. Survival vs. Growth
 The survival of an institution--no
matter how large, glorious, or
expensive--is of no consequence for
God. Biblical visions never leave
people to survive. They lead people
to grow.

27. Three Common Mistakes II
 Second, a mission statement is not a
summary of program. It is not an
abbreviated version of a
congregational constitution or
structure, nor is it a summary of
committee mandates. Mission
statements are all about purpose,
and they make no assumptions
whatever about tactics, structures,

28. Three Common Mistakes III
 Third, a mission statement is not an
essay. It does not interpret
congregational identity or practice for
public recognition. It does not offer a
rationale or an explanation that justifies
Church membership. It is rarely longer
than twenty words in length. Mission
statements articulate in a nutshell where
the congregation is going in the twenty-
first century.

29. Powerful Mission Statements I
Powerful mission statements emerge
from the clarity you have gained about
the core values, essential beliefs, and
motivating mission of the congregation.
They have the following
characteristics:
 Powerful mission statements are
clearly motivational.

30. Powerful Mission Statements II
 Powerful mission statements are
clearly congregational.
 Powerful mission statements are
clearly distinctive.
 Powerful mission statements are
deserving of sacrifice.

31. Powerful Mission Statements III
 People recognize that it is more than
a dream--it is a possibility. It deserves
an immense personal sacrifice not
only because it is worthy but also
because it can be done.
 -Powerful mission statements are
supported by perpetual prayer.

32. Benefits of CMA I
 I mentioned at the beginning of the
process the three principal benefits of
this clarity and consensus about
congregational identity. (1) Clear
congregational identity provides the
basic boundaries for the permission-
giving organization. It is the primary
vehicle of accountability for all
ministries and all entrepreneurial
leadership.

33. Benefits of CMA II
 2) Clear Congregational identity
creates the foundation for all reliable
long-range planning. The
congregation can be decisive about
its future, and confident that even the
most ambitious goals can be pursued
with confidence to the end.

34. Benefits of CMA III
 (3) Clear congregational identity
establishes a context for both plan
programming and spontaneous
action. The response time required
for emerging opportunities for mission
can be dramatically reduced.

35. How we Grow
The real work of the planning team is
spiritual growth.
 They grow relationally.
 They grow personally.
 They grow spiritually.

36. In Conclusion
 The future of the Church in the
twenty-first century will not be
determined by planning. It will be
determined by leadership
development.
 These leaders may be clergy or laity,
and they will probably not care about
the designation.

37. They will be you!
 It will be risk-takers and adventurers.
They will always be wondering what
opportunity lies over the next cultural
hill. They will be the explorers of the
unknown. They will be you.

38. THE END
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