Formulating a Plan for Planning by Earl Lavender

    The first step in the visioning process beyond creating an environment conducive to constructive and honest questioning is the development of “a plan for planning.” This is simply a proposed approach to the development of a congregational strategic plan, complete with phases, activities, milestones, participants, review points, and anticipated end products. This blueprint for the process-to-come is vitally important for three reasons:

1. It provides the elders with a framework for the future which they can examine, evaluate, and react to before-the-fact, thus reducing their uncertainty about processes which are being utilized for the first time and increasing their confidence in a positive outcome.

2. Its development offers an opportunity for congregational leaders to have input, thereby increasing their involvement in and support of the process.

3. It establishes a clear set of expectations by which progress through the process can be measured, thereby keeping everyone on track.

    Your plan for planning will be unique, although it may borrow concepts from established planning processes.  It is vital to acknowledge that every congregation starts from a different point in approaching a visioning process, with different data, different history, and different personalities.  But whatever situation you find yourself in, the development of a personalized plan-for-planning is a crucial aspect of forming a strategy for renewal. It must not be skipped in favor of copying someone else’s predetermined format.

    Many strategies break down at this point because of their failure to take into consideration the unique set of variables that each congregation brings to the planning process.

ALTERNATIVE APPROACHES TO PLANNING

    There are a variety of planning approaches available. They will vary according to one or more of the following characteristics of the planning process:

1. The scope of the analysis; should it be comprehensive or focused in one or more specific areas?

2. Use of independent information sources to test or verify assumptions about the congregation’s current situation.

3. The extent to which the development of strategy is driven by top-down direction or by bottom-up input. (“Topdown” direction identifies a strategy which is primarily planned and implemented from the leaders of the church. In some cases, this is necessary because of the lack of members capable of giving the input needed. This is particularly true of just planted or very small congregations. “Bottom-up” input is a strategy primarily formed from the input of the members. In this form of planning, the plan is primarily determined by member input rather than a predetermined plan directed by the leaders in the congregation).

4. Alternative sources and channels of information: ad hoc committees, elder and deacon meetings, congregational meetings, community forums, or others.

5. The nature and extent of participation by individual members versus church leadership participation.

6. The nature and extent of participation by persons outside the local congregation such as external facilitators/consultants, other congregations, other religious organizations, community leaders, etc.

ESSENTIAL “RULES-OF-THUMB” IN PLANNING

    Do not be concerned about “getting it right” in the sense of conforming to some ideal planning concept. Trusting your own instincts about what will work in your congregation is often the best approach.  However, the following rules of thumb should be carefully considered in developing the “plan for planning”:

1. Begin by creating a “planning committee” to manage and staff the planning process. Whether or not this committee actually develops the original plan for planning (this is recommended), it plays a vital role in insuring that the process is carried out effectively.

2. Complete the first cycle of the planning process within a year.  A six to nine month period seems to permit sufficient time for substantive analysis while bringing the process to a timely conclusion before everyone forgets the original purpose.

3. Get church leader input early in the process, both to guide the analysis and reflect the wisdom and experience of these leaders in addressing various issues and approaches.

4. Allow sufficient time for initial data development of findings and conclusions, and discussion of approaches to goal setting, strategy development and planning. In particular, allow time for the church to digest new facts and ideas before being forced into knee-jerk solutions. Real inspiration requires contemplation, concentration, and prayer.

5. Get the whole congregation involved at key points in the process. The methods range from focused discussion groups to congregational questionnaires. Members who feel part of the process will more readily embrace the outcome.

6. Keep everyone informed via periodic reports to the elders, deacons, staff, and the congregation-at-large.  Let them know both the status and results-to-date of the process.

THE PLANNING MINISTRY

    Of the suggestions listed above, none is more vital to the strategic process than the establishment of an effective planning committee. It is recommended that the elders select a group of individuals with the appropriate interests and talents to fulfill such a role. Their primary responsibility will be to facilitate and support the planning process.

    This role involves the following primary tasks:

• Design a planning process and schedule

• Design data collection formats and other planning tools

• Collect and analyze data

• Train and develop planning staff resources

• Facilitate various discussion forums

• Compile and document planning results

• Monitor and periodically report progress as it relates to the original schedule

• Coordinate planning activities and communications among various congregational organizations involved in planning

• Perform other planning-related tasks as requested by congregational leaders

    The Planning Committee’s role is vital because organized long range planning is simply not part of most congregations’ ongoing activity.  Moreover, congregational planning is by its very nature an interdisciplinary activity, and cannot easily be delegated to a single ministry area.    

    It is essential that the congregation understand that this committee is working under the direct and full oversight of the elders, it is in no way a “shadow eldership” that makes decisions, but a group which analyzes data and develops and presents findings and conclusions to the congregation.    

    Although the committee’s initial focus will be the creation of a strategic congregational plan, the Planning Ministry can also fill an important ongoing function through facilitating annual reviews and updates of the plan, development of congregational and ministry goals each year, coordination with budgeting and other financial processes, and progress monitoring and reporting.   

    Normally, it is counterproductive to have an elder or minister serve on the planning committee. It inhibits open response by members who fear offending elders or ministers by honestly expressing their viewpoints concerning areas of ministry that may need strengthening. Also, it is almost impossible to keep elders and ministers from becoming the driving force on the committee, both in evaluation of data and formulation of strategies. Objectivity is of the essence in this process. If the committee finds itself striving to defend what has always been done instead of openly considering new strategies of work, the planning process will be stifled before it begins.     In our experience working in seminar settings with church leaders, it is interesting to watch them divide into small groups and participate in planning exercises. Usually, the groups that include ministers or elders generate planning ideas that are attempts to validate present processes instead of generating visions of what might be.    

    The individuals selected to serve on the Planning Committee need to be trustworthy servants who understand the focus and context of their work. Ideally, individuals who have some experience in planning or marketing will be chosen for this task. It will take dedicated workers who are willing to see the process through, for it will take much time and effort. However, it also will be one of the most rewarding and important projects of one’s lifetime. Presented in this positive light, the planning process will uncover the dedicated individuals needed.    

    The number of individuals appointed to serve on this committee will vary from congregation to congregation. There should be no less than four or the workload is simply too great. Also, when there are less than four, it is too easy for one individual to dominate the process. If more than eight individuals are appointed, the committee may become unwieldy.

SUMMARY The actual planning process begins with the establishment of a “plan for planning.” We recommend this process be developed by a planning committee made up of dedicated “visionaries.” They will work under the direct oversight of the elders, and will submit regular reports to the elders for their approval. This group will not only be a tremendous help during the strategic planning process, but can be a very important continuing ministry.

(More detailed information on the subject of Strategic Planning is contained in Earl Lavender’s book, The Church of God’s Intent available through ALuperJr@churchplanning.com.)