What is strategic planning?
Strategic planning, is a term used to describe a rather wide range of activities in congregations. For our purposes, we'll use the term as a vehicle for following is a healthy path of discernment. It's a process of addressing a series of questions that helps leaders think through their goals for and expected outcomes from planning. It is particularly important for leaders to have a clear and appropriate set of expectations about the planning that will be done. It is, at times, equally important for leaders to be able to communicate with others what is intended by the planning effort and what can be expected as a result.
The following questions and responses are offered to help clarify such intentions and expectations. CHAPTER ONE The Basics What is planning? In part, this question has already been addressed in the introduction. Our operational definition of strategic planning is a structured conversation about what a group of people believe God calls them to be or to do. The goal of the planning process is to structure the conversation people need in order to shape agreement and enthusiasm to pursue what they believe God calls them to be or do. Three Questions of Congregational Formation There are three fundamental questions of congregational formation that rest at the heart of congregational planning. Who Are We? This is the identity question. Congregations are like people, or indeed, like fingerprints. There is a great deal of similarity among all, but each is curiously and wonderfully particular and unique. It makes a difference whether we are 150 years old with firmly established traditions or a new congregational start with little history. It makes a difference whether over the past years we have given most of our attention to educational programming for children or used our resources to advocate for hurting people in our neighborhood. Like people, congregations cannot approach a future that is not connected realistically to the past. It is not enough to find programs or resources for congregational growth if we have regularly lost members for the last 10 years. The question of identity in this case means we need to become more clear and honest about who we are and why we are not retaining the members that we already had. It is not enough to plan new directions for the next year if we cannot honestly describe who we currently are and who we have been in the past. When an individual clearly and honestly knows himself or herself, decision making—everything from choosing the next car to choosing a career path or a life partner—becomes much easier and more authentic. Clear and honest self-knowledge is a mark of personal maturity. For congregations as well, honest self-knowledge reflects a maturity that allows for clear and purposeful decisions to navigate the future. Who are we? Who are we now? Can we be honest with ourselves in order to be appropriate to our call for the future? What Has God Called Us to Do? This is the purpose question. Based on what we know about ourselves and our situation, what do we believe we are to do? How are we to develop or mature? Every faith tradition involves certain disciplines—disciplines of observing holy days and liturgical seasons, disciplines of personal prayer and corporate worship, disciplines of hospitality and forgiveness to guide our relationships, disciplines of daily life to guide our participation in the larger community. By definition, these disciplines invite us to be more authentic and more fully whole than we currently are. Such disciplines are the continuous reminder that God sees in us more than we see in ourselves. A much more modest statement of our larger potential completeness was expressed by a stand up comedian: “Someday I hope to be the person my dog thinks I am.” To submit to the discipline of the faith means to open ourselves to change and maturity in order to move into a fuller life—to follow a path drawing us closer to what God thinks we are capable of. Is this the time when we need to reach inside to address our fears and mature our spirits? Is this the moment when we need to reach out and serve others? To what are we now called? Two Canadian congregations in the same village in Ontario were involved in strategic-planning efforts. The two congregations were the by-products of an angry schism that divided the original congregation some 30 years earlier. Independently, as each congregation explored the scriptural base for its current planning, they came to the realization that it was time to heal the competitive relationship that had developed between the two congregations over the years. Independently, each congregation came to the realization that it was time to practice the Christian discipline of forgiveness as a way of redirecting the energy that they had invested in competing with one another. The planning process provided an honest assessment of who they were, which clarified their purpose for the next few years. It was time to heal their own spirits as a way of inviting new energy, new members, and new participation in the larger community life of the village as healthy congregations. Healing the history that kept them from full participation in the community would not be their task for all time. However, their planning clearly showed them that living as healthy, respectful, and noncompeting congregations was their purposeful call for their immediate future. Who Is Our Neighbor? This is the contextual question. Where do we live in time and space? It has been said that the secret of life is knowing what time it is. Is what we are doing, at either the personal or congregational level, appropriate for this historical moment or this personal moment? For example, congregations wrestle with this issue of time when they ask whether singing hymns from an old hymnal provides music understandable to a new generation. It is more common for younger people to have grown up in homes with stereos instead of pianos; for this generation, sing-a-long means lip-syncing the music of a pop star instead of singing hymns with a group. The issue of space is, in part, about where we are located, but it is also about the area of influence that we have developed. Are we connected, are we called to be connected, to the people who geographically surround our congregation or to another describable audience not defined by geography? To be a people of faith is both to search within ourselves for growth and also to reach out to others in service and invitation. Christian congregations may use the word evangelism to describe the work of invitation. Synagogues may speak of outreach to Jews without a congregational connection. Who are those others? How do we recognize and know them? How do we speak and relate to them in ways that can be heard and understood? While these three very basic and simple questions of congregational formation may be universal in application, the responses need to be honest and unique to the individual congregation. Planning provides an excellent means to structure conversations around these three formation questions to help congregations discern the responses that uniquely belong to them.
Rendle, Gil; Mann, Alice. Holy Conversations: Strategic Planning as a Spiritual Practice for Congregations (pp. 2-6). (Function). Kindle Edition.
The following questions and responses are offered to help clarify such intentions and expectations. CHAPTER ONE The Basics What is planning? In part, this question has already been addressed in the introduction. Our operational definition of strategic planning is a structured conversation about what a group of people believe God calls them to be or to do. The goal of the planning process is to structure the conversation people need in order to shape agreement and enthusiasm to pursue what they believe God calls them to be or do. Three Questions of Congregational Formation There are three fundamental questions of congregational formation that rest at the heart of congregational planning. Who Are We? This is the identity question. Congregations are like people, or indeed, like fingerprints. There is a great deal of similarity among all, but each is curiously and wonderfully particular and unique. It makes a difference whether we are 150 years old with firmly established traditions or a new congregational start with little history. It makes a difference whether over the past years we have given most of our attention to educational programming for children or used our resources to advocate for hurting people in our neighborhood. Like people, congregations cannot approach a future that is not connected realistically to the past. It is not enough to find programs or resources for congregational growth if we have regularly lost members for the last 10 years. The question of identity in this case means we need to become more clear and honest about who we are and why we are not retaining the members that we already had. It is not enough to plan new directions for the next year if we cannot honestly describe who we currently are and who we have been in the past. When an individual clearly and honestly knows himself or herself, decision making—everything from choosing the next car to choosing a career path or a life partner—becomes much easier and more authentic. Clear and honest self-knowledge is a mark of personal maturity. For congregations as well, honest self-knowledge reflects a maturity that allows for clear and purposeful decisions to navigate the future. Who are we? Who are we now? Can we be honest with ourselves in order to be appropriate to our call for the future? What Has God Called Us to Do? This is the purpose question. Based on what we know about ourselves and our situation, what do we believe we are to do? How are we to develop or mature? Every faith tradition involves certain disciplines—disciplines of observing holy days and liturgical seasons, disciplines of personal prayer and corporate worship, disciplines of hospitality and forgiveness to guide our relationships, disciplines of daily life to guide our participation in the larger community. By definition, these disciplines invite us to be more authentic and more fully whole than we currently are. Such disciplines are the continuous reminder that God sees in us more than we see in ourselves. A much more modest statement of our larger potential completeness was expressed by a stand up comedian: “Someday I hope to be the person my dog thinks I am.” To submit to the discipline of the faith means to open ourselves to change and maturity in order to move into a fuller life—to follow a path drawing us closer to what God thinks we are capable of. Is this the time when we need to reach inside to address our fears and mature our spirits? Is this the moment when we need to reach out and serve others? To what are we now called? Two Canadian congregations in the same village in Ontario were involved in strategic-planning efforts. The two congregations were the by-products of an angry schism that divided the original congregation some 30 years earlier. Independently, as each congregation explored the scriptural base for its current planning, they came to the realization that it was time to heal the competitive relationship that had developed between the two congregations over the years. Independently, each congregation came to the realization that it was time to practice the Christian discipline of forgiveness as a way of redirecting the energy that they had invested in competing with one another. The planning process provided an honest assessment of who they were, which clarified their purpose for the next few years. It was time to heal their own spirits as a way of inviting new energy, new members, and new participation in the larger community life of the village as healthy congregations. Healing the history that kept them from full participation in the community would not be their task for all time. However, their planning clearly showed them that living as healthy, respectful, and noncompeting congregations was their purposeful call for their immediate future. Who Is Our Neighbor? This is the contextual question. Where do we live in time and space? It has been said that the secret of life is knowing what time it is. Is what we are doing, at either the personal or congregational level, appropriate for this historical moment or this personal moment? For example, congregations wrestle with this issue of time when they ask whether singing hymns from an old hymnal provides music understandable to a new generation. It is more common for younger people to have grown up in homes with stereos instead of pianos; for this generation, sing-a-long means lip-syncing the music of a pop star instead of singing hymns with a group. The issue of space is, in part, about where we are located, but it is also about the area of influence that we have developed. Are we connected, are we called to be connected, to the people who geographically surround our congregation or to another describable audience not defined by geography? To be a people of faith is both to search within ourselves for growth and also to reach out to others in service and invitation. Christian congregations may use the word evangelism to describe the work of invitation. Synagogues may speak of outreach to Jews without a congregational connection. Who are those others? How do we recognize and know them? How do we speak and relate to them in ways that can be heard and understood? While these three very basic and simple questions of congregational formation may be universal in application, the responses need to be honest and unique to the individual congregation. Planning provides an excellent means to structure conversations around these three formation questions to help congregations discern the responses that uniquely belong to them.
Rendle, Gil; Mann, Alice. Holy Conversations: Strategic Planning as a Spiritual Practice for Congregations (pp. 2-6). (Function). Kindle Edition.
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Here’s a comprehensive list of 120 questions to interview church leaders going through a strategic planning process. The questions are divided into five categories:
I. Reflection on the Church’s Past (Historical Perspective)
1.How and why was this church founded?
2.What were the key milestones in the church’s history?
3.How has the church changed over the years?
4.What were the church’s greatest moments of impact?
5.What past challenges has the church overcome?
6.How has the community around the church changed over time?
7.What leaders or members have significantly shaped the church’s direction?
8.What traditions have been most meaningful in the church’s history?
9.What past decisions had a lasting impact on the congregation?
10.How has the church historically responded to crises?
11.What are some of the most successful ministries the church has launched?
12.How has the church’s worship style evolved?
13.What role has the church played in the local community over the years?
14.What has been the biggest lesson learned from past successes?
15.What has been the biggest lesson learned from past failures?
16.How have past leaders influenced the church’s culture?
17.What historical values or principles have guided the church?
18.How has the church’s theology or doctrine developed over time?
19.How has the congregation’s demographics shifted over the years?
20.In what ways has the church remained consistent in its mission?
II. The Church’s Current Vitality
21.How would you describe the church’s current level of spiritual vitality?
22.What excites you most about the church right now?
23.What are the church’s greatest strengths today?
24.What are the church’s biggest challenges today?
25.How engaged are members in ministry and discipleship?
26.What is the current state of worship and preaching?
27.How is the church viewed in the wider community?
28.What is the current state of small groups or discipleship programs?
29.How strong is the sense of community and belonging among members?
30.What are the key demographics of the church’s congregation today?
31.How financially stable is the church?
32.How effectively does the church communicate internally and externally?
33.What is the church’s approach to outreach and evangelism?
34.How equipped are church leaders and volunteers?
35.What role does prayer play in the church’s life?
36.How effectively does the church utilize technology and digital ministry?
37.What is the church’s strategy for leadership development?
38.What social justice or mission initiatives is the church currently involved in?
39.How effective are the church’s children’s and youth ministries?
40.What barriers are preventing the church from thriving?
III. Areas of Pride and Celebration
41.What ministry or initiative makes you most proud?
42.What is a recent success story that reflects the church’s mission?
43.How have you seen God at work in the church?
44.What are some of the most impactful sermons or teachings in recent years?
45.How have church members grown in their faith?
46.What stories of transformation have emerged from the church?
47.How has the church served the community in meaningful ways?
48.What makes this church unique compared to others?
49.What traditions or events do members love the most?
50.How has the church successfully adapted to change?
51.What are the church’s most effective ministries?
52.How have volunteers and staff stepped up in significant ways?
53.What relationships with other churches or organizations have been fruitful?
54.What aspects of the church’s culture make you most proud?
55.How have young people engaged in church life?
56.What creative approaches has the church taken in ministry?
57.How has generosity (financial or otherwise) been demonstrated in the church?
58.What answered prayers have you witnessed in the church?
59.How do people describe their personal connection to the church?
60.What traditions would you never want to see disappear?
IV. Hopes and Concerns for the Future
61.What is your vision for the future of the church?
62.What are your biggest hopes for the church in the next five years?
63.What are your biggest concerns for the church’s future?
64.How do you hope the church will grow in its mission?
65.What changes do you think the church needs to make?
66.How do you see the church impacting future generations?
67.What new opportunities exist for the church?
68.What are the biggest threats to the church’s health and vitality?
69.How does the church need to adapt to cultural changes?
70.What ministries need to be strengthened or revitalized?
71.What risks should the church be willing to take?
72.How can the church be more inclusive and welcoming?
73.What steps need to be taken to ensure long-term financial sustainability?
74.How can the church better equip its leaders for the future?
75.How can the church engage younger generations?
76.What would need to happen for the church to double its impact?
77.How should the church prepare for leadership transitions?
78.What theological or doctrinal challenges might arise in the future?
79.How can the church become more resilient in times of crisis?
80.What dreams do you have for the church’s next major milestone?
V. Strategic Planning and Next Steps
81.What are the top three priorities the church should focus on?
82.How can the church better define its mission and vision?
83.What steps can be taken to improve discipleship and spiritual growth?
84.What does an ideal Sunday morning experience look like?
85.How can the church’s governance and leadership structures improve?
86.What strategies should the church use to reach new people?
87.How should the church balance tradition with innovation?
88.What new partnerships could strengthen the church’s ministry?
89.How can the church become more financially sustainable?
90.What are the biggest communication challenges in the church?
91.What tools or resources are needed for effective ministry?
92.How can the church improve its volunteer engagement?
93.What new technologies could enhance the church’s reach and impact?
94.How can the church be more intentional in developing future leaders?
95.What metrics should be used to measure success?
96.What barriers to growth need to be addressed?
97.How can the church improve its facilities and space usage?
98.What is one change that could make a significant difference?
99.What does an ideal community outreach strategy look like?
100.How can the church ensure unity during times of change?
101.What role should digital ministry play in the church’s future?
102.How can the church better support families?
103.What theological or doctrinal principles should guide decision-making?
104.What’s missing from the church’s current strategy?
105.What specific challenges does the leadership team need to address?
106.What bold moves could the church take to revitalize its mission?
107.How should the church handle conflict resolution?
108.What personal or spiritual development do church leaders need?
109.How can the church be more relevant to its surrounding community?
110.What role should mentorship play in church leadership?
111.How should the church prepare for external societal changes?
112.How can the church remain faithful to its mission amid uncertainty?
113.What financial strategies can help ensure long-term sustainability?
114.What new models of ministry should be explored?
115.How can the church inspire greater generosity among members?
116.What steps can be taken to foster deeper relationships among members?
117.What does long-term success look like for this church?
118.How can the church balance numerical growth with spiritual depth?
119.What is the most important thing leaders should focus on right now?
120.If you could leave a message for future generations of church leaders, what would it be?This is where the description goes.
I. Reflection on the Church’s Past (Historical Perspective)
1.How and why was this church founded?
2.What were the key milestones in the church’s history?
3.How has the church changed over the years?
4.What were the church’s greatest moments of impact?
5.What past challenges has the church overcome?
6.How has the community around the church changed over time?
7.What leaders or members have significantly shaped the church’s direction?
8.What traditions have been most meaningful in the church’s history?
9.What past decisions had a lasting impact on the congregation?
10.How has the church historically responded to crises?
11.What are some of the most successful ministries the church has launched?
12.How has the church’s worship style evolved?
13.What role has the church played in the local community over the years?
14.What has been the biggest lesson learned from past successes?
15.What has been the biggest lesson learned from past failures?
16.How have past leaders influenced the church’s culture?
17.What historical values or principles have guided the church?
18.How has the church’s theology or doctrine developed over time?
19.How has the congregation’s demographics shifted over the years?
20.In what ways has the church remained consistent in its mission?
II. The Church’s Current Vitality
21.How would you describe the church’s current level of spiritual vitality?
22.What excites you most about the church right now?
23.What are the church’s greatest strengths today?
24.What are the church’s biggest challenges today?
25.How engaged are members in ministry and discipleship?
26.What is the current state of worship and preaching?
27.How is the church viewed in the wider community?
28.What is the current state of small groups or discipleship programs?
29.How strong is the sense of community and belonging among members?
30.What are the key demographics of the church’s congregation today?
31.How financially stable is the church?
32.How effectively does the church communicate internally and externally?
33.What is the church’s approach to outreach and evangelism?
34.How equipped are church leaders and volunteers?
35.What role does prayer play in the church’s life?
36.How effectively does the church utilize technology and digital ministry?
37.What is the church’s strategy for leadership development?
38.What social justice or mission initiatives is the church currently involved in?
39.How effective are the church’s children’s and youth ministries?
40.What barriers are preventing the church from thriving?
III. Areas of Pride and Celebration
41.What ministry or initiative makes you most proud?
42.What is a recent success story that reflects the church’s mission?
43.How have you seen God at work in the church?
44.What are some of the most impactful sermons or teachings in recent years?
45.How have church members grown in their faith?
46.What stories of transformation have emerged from the church?
47.How has the church served the community in meaningful ways?
48.What makes this church unique compared to others?
49.What traditions or events do members love the most?
50.How has the church successfully adapted to change?
51.What are the church’s most effective ministries?
52.How have volunteers and staff stepped up in significant ways?
53.What relationships with other churches or organizations have been fruitful?
54.What aspects of the church’s culture make you most proud?
55.How have young people engaged in church life?
56.What creative approaches has the church taken in ministry?
57.How has generosity (financial or otherwise) been demonstrated in the church?
58.What answered prayers have you witnessed in the church?
59.How do people describe their personal connection to the church?
60.What traditions would you never want to see disappear?
IV. Hopes and Concerns for the Future
61.What is your vision for the future of the church?
62.What are your biggest hopes for the church in the next five years?
63.What are your biggest concerns for the church’s future?
64.How do you hope the church will grow in its mission?
65.What changes do you think the church needs to make?
66.How do you see the church impacting future generations?
67.What new opportunities exist for the church?
68.What are the biggest threats to the church’s health and vitality?
69.How does the church need to adapt to cultural changes?
70.What ministries need to be strengthened or revitalized?
71.What risks should the church be willing to take?
72.How can the church be more inclusive and welcoming?
73.What steps need to be taken to ensure long-term financial sustainability?
74.How can the church better equip its leaders for the future?
75.How can the church engage younger generations?
76.What would need to happen for the church to double its impact?
77.How should the church prepare for leadership transitions?
78.What theological or doctrinal challenges might arise in the future?
79.How can the church become more resilient in times of crisis?
80.What dreams do you have for the church’s next major milestone?
V. Strategic Planning and Next Steps
81.What are the top three priorities the church should focus on?
82.How can the church better define its mission and vision?
83.What steps can be taken to improve discipleship and spiritual growth?
84.What does an ideal Sunday morning experience look like?
85.How can the church’s governance and leadership structures improve?
86.What strategies should the church use to reach new people?
87.How should the church balance tradition with innovation?
88.What new partnerships could strengthen the church’s ministry?
89.How can the church become more financially sustainable?
90.What are the biggest communication challenges in the church?
91.What tools or resources are needed for effective ministry?
92.How can the church improve its volunteer engagement?
93.What new technologies could enhance the church’s reach and impact?
94.How can the church be more intentional in developing future leaders?
95.What metrics should be used to measure success?
96.What barriers to growth need to be addressed?
97.How can the church improve its facilities and space usage?
98.What is one change that could make a significant difference?
99.What does an ideal community outreach strategy look like?
100.How can the church ensure unity during times of change?
101.What role should digital ministry play in the church’s future?
102.How can the church better support families?
103.What theological or doctrinal principles should guide decision-making?
104.What’s missing from the church’s current strategy?
105.What specific challenges does the leadership team need to address?
106.What bold moves could the church take to revitalize its mission?
107.How should the church handle conflict resolution?
108.What personal or spiritual development do church leaders need?
109.How can the church be more relevant to its surrounding community?
110.What role should mentorship play in church leadership?
111.How should the church prepare for external societal changes?
112.How can the church remain faithful to its mission amid uncertainty?
113.What financial strategies can help ensure long-term sustainability?
114.What new models of ministry should be explored?
115.How can the church inspire greater generosity among members?
116.What steps can be taken to foster deeper relationships among members?
117.What does long-term success look like for this church?
118.How can the church balance numerical growth with spiritual depth?
119.What is the most important thing leaders should focus on right now?
120.If you could leave a message for future generations of church leaders, what would it be?This is where the description goes.
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Faith-based strategic planning is an intentional, Spirit-led process designed to help a congregation discern its purpose, priorities, and pathway forward in alignment with God’s mission. It is a structured approach that integrates prayer, scripture, and theological reflection with best practices in organizational strategy and planning. This process is deeply rooted in faith, ensuring that the congregation remains focused on spiritual growth, community impact, and long-term sustainability.
Faith-based strategic planning is:
Faith-based strategic planning is not:
Faith-based strategic planning is:
- A discernment process that seeks to understand God’s calling for the congregation.
- A dynamic roadmap that provides direction while remaining flexible to God’s guidance.
- A participatory effort involving clergy, lay leaders, and congregants.
- A tool for renewal that revitalizes the mission and ministries of the church.
- A stewardship practice that wisely uses resources to fulfill the congregation’s mission.
Faith-based strategic planning is not:
- A secular business model that disregards theological and spiritual dimensions.
- A rigid plan that cannot adapt to changing circumstances or divine redirection.
- A quick fix to organizational struggles without deep reflection and prayer.
- A solo effort led by one leader or a small group without input from the congregation.
- A numbers-driven exercise that prioritizes growth in attendance over spiritual depth.
I. Nature and Purpose of the Church (Congregational Identity & Discipleship)
Congregational Identity:
Power Dynamics:
Trust and Relationships:
Ministry Teams:
Childcare Governance:
Congregational Identity:
- "If you had to describe FLC as either a 'settler' (focused on stability) or a 'pioneer' (focused on growth), which would you choose and why? What are the benefits and drawbacks of each?" (Individual/Group)
- "What do you believe is FLC's primary purpose in this community? Is it primarily to serve its members, or to actively engage in outreach and transformation of the wider community?" (Individual/Group)
- "How do you personally define 'church'? What does a healthy church look like to you?" (Individual)
- Discipleship:
- "What does 'discipleship' mean to you in the context of FLC? How do you see discipleship being lived out here?" (Individual/Group)
- "Beyond attending worship and giving financially, what are concrete examples of how FLC encourages and supports spiritual growth and discipleship?" (Individual/Group)
- "How could FLC better equip its members to live out their faith in their daily lives, beyond the walls of the church?" (Group)
- II. Authority and Leadership Structure (Power Dynamics & Role of Pastor/Staff)
Power Dynamics:
- "Who do you perceive to be the key decision-makers within FLC? How does this influence your involvement and sense of ownership?" (Individual/Group)
- "How comfortable do you feel expressing dissenting opinions or proposing new ideas within the church?" (Individual)
- "Can you provide examples of when decisions were made transparently, and when they were not? What was the impact of each?" (Group)
- Role of Pastor and Staff:
- "What do you believe is the primary role of the pastor and staff at FLC? Are they primarily administrators, spiritual leaders, or something else?" (Individual/Group)
- "How well do you believe the pastor and staff are equipped to lead and empower the congregation for ministry?" (Individual/Group)
- "How do you perceive the relationship between the pastor, staff, and the leadership council? Is it collaborative, or are there areas of tension?" (Individual/Group)
- "Do you feel the current organizational structure empowers or hinders the staff's ability to effectively serve the congregation?" (Individual/Group)
- III. Current Operational Culture (Trust, Capacity for Change, Ministry Teams)
Trust and Relationships:
- "How would you describe the level of trust within the congregation, between leadership and staff, and amongst the staff themselves?" (Individual/Group)
- "Have you witnessed or experienced unresolved conflicts within FLC? How were they handled, and what was the outcome?" (Individual/Group)
- Capacity for Change:
- "How open do you believe the congregation is to change, particularly in terms of structure, leadership, and mission?" (Individual/Group)
- "What are the biggest obstacles to change within FLC, and how can they be addressed?" (Group)
- "What past changes have been successful, and what factors contributed to their success? What past changes have been unsuccesful and what factors contributed to their failure?" (Group)
Ministry Teams:
- "Why do you think only a few ministry teams are currently active? What are the barriers to forming and sustaining new teams?" (Individual/Group)
- "What support and resources do ministry teams need to thrive at FLC?" (Group)
Childcare Governance:
- "What are the perceived benefits and drawbacks of the current childcare operational structure?" (Individual/Group)
- "How could the childcare program better serve the needs of both the church and the families involved?" (Group)
- Commitment and Energy:
- "Once a vision is discerned, does the congregation have the willingness and capacity to implement it?" (Individual/Group)
- "What are the current levels of burnout and engagement within the congregation and staff?" (Individual/Group)
1 | Assess your hospitality
Add
- What does your church do well when welcoming and befriending people?
- What are two “growth areas” for your church-related to welcoming and befriending people?
- Who is charged with overseeing this important ministry
- How do they measure their success?
- What would like to be different six months from now?
Add
- Add
.
2 | Identify touch points