Edward Dayton, Tools for Time Management, Zondervan, 1974, p Ibid. 3. Linda Cannell, Overview of factors in planning, 1990, unpublished paper.

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1 WRITING AN ACTION PLAN If we could first know where we are, and whether we are tending, we could better judge what to do and how to do it. --Abraham Lincoln, 1858 Definitions and Assumptions about Planning Ed Dayton, who for many years was director of MARC at World Vision, says that many people have all kinds of misconceptions about planning. Planning is not deciding in advance every step we are going to take and then doggedly following those steps. Rather, planning is an arrow which points a direction of the future. You lay out the steps, take one step, and then re-plan. Planning thus becomes a road map toward the future. But unlike most road maps it s one which we can constantly improve as we move further and further toward that future. 1 So what is planning? Planning is being tomorrow-minded. Planning is throwing a net over tomorrow and causing to happen what we choose. Planning is pre-determining a course of action. For the Christian leader, Planning is trying to understand God s will and responding to that understanding by our actions. 2 As Christian leaders, planning forces us to seek the mind of God and the will of the Holy Spirit. And this is done through a study of God s Word and through prayer. What does God desire? How can we conform to the future that he desires? Thus, as we attempt to understand God s desires, our planning becomes a statement of faith as to what we believe the future should be like and how we should go about reaching that future. Approaches to Planning All church leaders plan. Some do this quite unconsciously, others very intentionally. The reason for differences in planning approaches is rooted in experience, personality, culture and theological presuppositions. For example, left brain persons are more analytic, rational and focused on systems, while right brain persons are more intuitive, kinesthetic and relational. Visionary leaders are more intuitive; project planners more rational. So leaders plan differently. Dr. Linda Cannell has identified six planning models used by church leaders: 3 Rational Models Diagnostic - analysis of system(s) according to predetermined standards. Sociological - analysis of social and human factors affecting growth of organizations. Goal driven - determination of goals and action plans by leadership. Advantages of rational models: a) able to understand the situation and needs for planning b) more adapted to projects than social structures (i.e. starting a church than running a church) c) works well for high C s who are detailed, analytical leaders with clear goals; more suited to organizations. Disadvantages: a) tends to provide standard solution strategies (i.e. same method in all cultures) b) may become arbitrary in imposing the plan-killing innovation. Intuitional Models Missional - people called together by the Spirit for specific purposes. Movement or great man - driven by the vision of a charismatic leader who sets the tone for the process. 1 Edward Dayton, Tools for Time Management, Zondervan, 1974, p Ibid. 3 Linda Cannell, Overview of factors in planning, 1990, unpublished paper. 1

2 Advantages of intuitional models: a) strong assumption that God will lead regardless of the plan b) places great reliance on the leader being certain of future goal c) emphasizes role of prayer and spiritual direction d) more suited to organisms. Disadvantages: a) assumes that long-range planning is not important because that is God s job b) eliminates failure because that is God s problem c) creates problems in trying to gain ownership or consensus. While we will be cautious about overselling the benefits of the systematic, rational planning model, we will write church planting action plans using this approach. At the same time we are open to the lessons that the intuitive planners can teach us. Why Plan Deliberately? 1. Planning wipes some of the mist away from the window of the future and reduces the number and the impact of the surprises. 4 The old adage is certainly true in church planting, If something can go wrong, it probably will. Not only do we live in an imperfect world, but by God s power we are attempting to change the imperfect world. This leads us into conflict and the unexpected and the unpredictable will occur. But planning will aid us in changing things from the way Things Are to the way Things Ought to Be. 2. Planning helps us touch the goal. Like an arrow, planning figuratively points to the end product staked out in the future of our minds: To start a church among the Hispanic people of Los Angeles. To train small group leaders from within the congregation. To develop a Church Planting Center that turns church planting into a movement. The planning arrow crystallizes the focus on the goal; the steps that need to be accomplished stretch back along the arrow into the present to create a plan. 3. Planning helps us evaluate. The necessary steps are laid out, pointing toward the future goal, but as each major step is taken, re-evaluation must take place. Planning is a process. Between the time the plans were conceived and the first step is taken change has occurred. This is why, into all our planning, there needs to be designed feedback, a process that calls us first to reexamine the future at each step and, secondly, measures the extent of our progress. For example, if we have set a goal to have 100 new members in our church during the next twelve months, we had better not wait until the eleventh month to see how we are doing! 4. Plans communicate our intentions. In the Western world, the number of different roles we play as individuals and as organizations grow at a fantastic rate. The number of intersections with other people s plans grow accordingly. By announcing our goals and clearly indicating the steps we currently plan to take to achieve them, we establish intersection points with others who are also making new plans and working on old ones. Conclusion: Fail to plan, plan to fail. It s that simple. 4 Reasons for planning are taken from Ed Dayton, Planning Part I, Christian Leadership Letter, May

3 Worksheet: My Planning Style 1. As a planner I am more prone to be: ¾ Intentional and rational ¾ Unconscious and intuitive 2. As a planner I work best: ¾ Alone ¾ With a team 3. The main problem I find with planning is the following: 4. Of the benefits of planning stated above, I am motivated primarily by: Elements of a Church Planting Plan For the past 15 years, Robert Logan and Steve Ogne s, Church Planter s Toolkit, 5 has been a popular church planter resource. The step-by-step outline moves through each stage of the church planting process and is written for suburban church planting; though it may be adaptable to other contexts. The checklists, worksheets and sample documents have proved helpful to a number of church planters. Our purpose in this section is not to give you a step by step outline of planning as found in the Church Planter s Toolkit. In addition, our context the global city is much more complex than church planting in suburbia and small towns, where a more uniform pattern like Logan s fits quite well. In the global city, however, a variety of church planting models is needed, each with its own plan of attack. We cannot opt for a Standard Solution Strategy which provides a particular way of doing things which pretends to work the same in every situation. Instead we will give an overview of the planning elements and list some of the most helpful planning tools. You will then use these to create your own strategy, applicable to your context, and use your specific planting model. The Church Planter Planning Arrow is a way to visualize and summarize the main elements of a launch document. Three questions guide the trajectory: 1) Where does God want us to go? 2) Where are we now? 3) How do we get there? The answers to these questions in turn focus on the needed elements. WHERE DOES GOD WANT US TO GO? (Always the First question to ask!) 1. Describe our vision/purpose: why are we here? Have we prayed much about this? 2. Define our mission: how can we communicate our purpose in measurable terms? 3. Discern the target needs: what needs are we seeking to meet? 4. Articulate core values: what convictions do we own? WHERE ARE WE NOW? 5 Bob Logan and Steve Ogne, Church Planter s Toolkit, ChurchSmart Resources, Get more information by calling

4 5. Take stock of our context and resources: What can we learn from research and self analysis? Who has God given us already on our team? What are their needs, abilities, gifts, etc.? HOW DO WE GET THERE? 6. Set our Milestones and Goals (ten year, five year, one year): what are our measurable targets? 7. Plan our actions: what is our ministry design and what are our specific strategies? What can we do this year? What is most important right now? What has to happen before we launch public worship? An expanded version of these seven elements in written form will provide a) a blueprint for the church plant b) a launch document to communicate the vision c) a set of goals and d) specific strategies. Each of these elements can be studied and revised on their own but each also fits into a coordinated whole. The following figure displays a sketch of the Planning Arrow. Use it as a guide to write your action plan. Start Here! 2. Where are we now? What has God given us? 3. How do we get there from here? What processes, goals, ministries do we need to get to our goal? 1. Where does God want us to go? Describe what it looks like. Sample of A Planning Document This example of a church planting action plan is taken from Dick Kaufmann s launch document prepared for San Diego, California in the summer of Not all church planters will come up with as thorough and far-reaching a document as Dick has prepared. Why? Dick not only has been a church planter and pastor, but he was Executive Director of Redeemer Presbyterian Church for five years. Tim Keller comments about Dick s coming to New York. But there was a second barrier that we only became aware of after the move. As the staff continued to grow, my span of care was now stretched past the breaking point and I was giving inadequate supervision. Some staff liked this but (still) needed better accountability, while other staff hated it and were discouraged. During a search was made for an executive pastor who would function as co-senior pastor and director of operations. Dick Kaufmann, who originally almost became the church planter in 1988, agreed to take the job. He moved to New York with his family in the summer of Dick Kaufmann, Mission San Diego: Launch Document, unpublished paper, Tim Keller, Redeemer s History: Reflections, October 1999, unpublished paper. 4

5 Dick s partnership with Tim Keller in a global city prepared him in an unusual way to repeat the process and adapt the principles to his own leadership style (Harvard MBA) and specifically to San Diego. Here s Dick s outline. Vision The Purpose To ignite a church planting movement that so fills the City of San Diego with the Gospel of Christ that the people of the city are changed in every dimension spiritually, socially and culturally. The Mission To establish a multi-cultural city church with 15 churches and mission works with a combined attendance of 4000 by the year Basic Strategy for Church Planting Multi-cultural We will be a church that celebrates and reflects the ethnic diversity of the City. Why? 1) Richness of worship experience. 2) Appreciation of different people and cultures. 3) Effective sharing of resources. 4) Witness to the power of the gospel. Model: Metro N.Y. Presbytery. Multi-congregational We will be one church composed of several congregations each led by a church planting movement leader. Why? 1) A shared vision for the City. 2) Big church ministries, small church feel. 3) More effective supervision and training of church planters. Model: Christ the King Church, Boston. A Multi-Site Church Each congregation will meet in multiple locations. Why? 1) Optimize networking: Contacts who work downtown but live in other areas can be gathered into other sites. 2) Leverage strengths: Staff can specialize in areas of giftedness. For example, a sermon which took many hours to prepare can be preached three times instead of just once. 3) Maximize resources: Financial Starting three sites costs less than starting three churches. People Starting three sites with one church planter is more effective use of our limited number of qualified church planters. Model: Redeemer Presbyterian Church, New York City. The Starting Point To plant a vital "center city" church with the following characteristics: A Church for Professionals. We will seek to reach professionals with the Gospel through networking evangelism, marketplace ministry, and Gospel-centered worship. A Church for the City. We will challenge professionals to use their resources to meet the needs of the city through mercy ministries and church planting. (Also see below: Vision Amplification: What Will It Look Like in Ten Years?) Core Values 1. Gospel. The gospel changes everything. The gospel is "the power of God" (Rom. 1: 16) that changes not only unbelievers but believers as well. The gospel is the solution not only for our 5

6 spiritual problems but all personal problems (Col. 1: 16) and all societal problems (Gal.2:14). We are committed to bringing everything we do into line with the gospel. 2. City. The gospel changes our attitude toward the city. The gospel makes us a church for the city. We will emphasize the strategic significance of the city as the place where the nation's culture is shaped. We will recognize the tremendous spiritual receptivity in cities. We will teach love and respect for the city. 3. Partners. The gospel unites us with other Christians. The gospel breaks down all barriers (race, class, gender) and makes us one in Christ (Gal.3:28). Therefore, we will celebrate what Christ is doing through other churches and ministries in the city. We will partner with them to learn from and to serve one another (I Cor. 12:7), to advance the gospel (Phil. 1:5) and to demonstrate the reality of the gospel to the city (Jn. 17:21). 4. Outward-face. The gospel makes us a people for others. The gospel of grace gives us deep respect and great hope for every non-christian, and it frees and empowers us not to live for ourselves but for our friends, neighbors and associates who don't believe. First, this means we will actively cultivate redemptive relationships with non-christians and invite them to church (Lk.5:29). Second, we will be determinedly conscious of and welcoming to non-christians in our midst (ICor.14:23-25). Third, we will communicate not just what we believe but why, in a way that invites questions, engages people in dialogue and takes a process, not a crisis, approach to communication. 5. Gospel community. The gospel creates a new community. The gospel completely transforms our relationships with one another. As a community, we not only speak the gospel, we live it through hospitality and deeds of love and kindness in and through community. Without the gospel, Gal.5:26 says, we will either provoke those we feel superior to, or we will envy those we feel inferior to. But the gospel both humbles us and yet assures us that we are valued and loved. Now we are free from envy and pride, inferiority and superiority, in order to love and serve one another. 6. Social healing. The gospel produces social healing. The gospel gets at the root of social problems. Sin causes social brokenness races, cultures, classes are hostile to one another. First, the gospel makes us humble, which heals the racial/nationality brokenness. Second, the gospel heals the class brokenness by making people with means generous through the power of Christ's sacrificial giving for us, and by empowering the poor to self-sufficiency through its hope. Third, the gospel points us toward the methodology. The gospel is that Jesus has moved in with the poor and become a neighbor to us (Jn. 1: 14), and has become poor so that we might become rich (2 Cor. 8:9), in order to redeem both soul and body (1 Cor. 15) and in order to finally rehab the physical and social world (Rev.21-22). 7. Cultural renewal. The gospel produces cultural renewal. The gospel enables us to realize afresh two things. First, all of our work matters to God. When the gospel clears out religiosity, which makes religion and church work an idol, then so called "secular" work is as valuable and Godhonoring as Christian ministry. Second, God matters to all our work. This means the gospel shapes and effects the motives, manner and methods we use in our work. The gospel enables Christians to work in their vocations both with excellence and Christian distinctiveness, thus transforming the culture in which we live from the inside out. 8. Movement mindset. The gospel continually breaks out. The gospel does not just have power, it is the power of God (Rom. 1: 16-17). The kingdom of God is gradually but inexorably growing (Mt. 13:1-23; 11: 12). Therefore, we will emphasize leadership development and empowerment in 6

7 order to encourage Christians to initiate and lead team-based ministries. We will not control everything from a centralized bureaucracy. Second, we will network and partner with a great variety of churches and ministries in the city to see the gospel spread. We are not "turf-conscious" but kingdom-conscious. Third, we will aim to plant churches with the same gospel-based core values into every neighborhood and people group of the city. It will take, not a church, but a movement, to transform the city. Ten Year Goals 1. Church Planting Establish a multi-cultural city church meeting at nine sites with a combined attendance of 2000 by the year Gospel Community Foster gospel renewal among Christians by involving 70% of our church in small groups for gospel discipleship, care, prayer and outreach. 3. Leadership Development Stimulate a gospel movement by involving 10% of our church in emerging/apprentice leadership training. 4. Social Renewal Launch a community development church (New Song model) in partnership with other churches and organizations. 5. Cultural Renewal See Christian creative and corporate professionals forming alliances to do cultural production in the city. Five Year Goals 1. Church Planting Establish a center-city congregation meeting at three sites with a combined attendance of 1000 by the year Gospel Community Foster gospel renewal among Christians by involving 70% of our church in small groups for gospel discipleship, care, prayer and network evangelism. 3. Leadership Development Stimulate a gospel movement by involving 10% of our church in emerging/apprentice leadership training. 4. Social Renewal Have 30% of our church active in ministries of mercy and justice through partnerships with other churches and organizations. 5. Cultural Renewal Equip creative and corporate professionals to do their work with distinctiveness, excellence and accountability by developing and implementing a marketplace ministry strategy which includes preaching, seminars and vocational small groups. 7

8 One Year Action Plan Phase 1 - Conception (1/99-5/99) 1. Do research 2. Clarify vision including preliminary contextual ministry design 3. Recruit 100 Prayer Partners and communicate vision, requests and answers 4. Raise financial support 5. Begin to enlist team 6. Deal with administration and incorporation issues, ecclesiastical approval and transition logistics Phase 2 - Pre-Natal (6/99-8/99) 1. Move and settle in 2. Network, Network, Network 3. Gather 45 people into Vision/Prayer Groups by 8/l/99 4. Cultivate relationships with 200 "not-yet" or "unchurched" Christians by 9/l/99 5. Develop plan for spiritual growth, sermon planning and preparation, a balanced life 6. Train six Small Group Leaders and six Apprentice Leaders by 10/1/99 Phase 3 - Birth (9/99-10/99) 1. Revise context, ministry design by 9/1/99 2. Enlist paid and volunteer staff team by 10/1/99 3. Obtain a facility for Sunday worship by 10/1/99 4. Finalize basic administrative infrastructure by 10/1/99 5. Begin Sunday worship services when we are sure of 70 attending 6. Hold classes after worship services (Q&A, Credibility, Foundations, Introduction) 7. Start small groups when services begin Phase 4 - Growth (11/99-5/00) 1. Form a Leadership Council 2. Set up Leadership Teams for the major ministry areas in this mission chapter (see attached - "Basic Strategy and Mission Chapters") 3. Invite all leaders to monthly MCM (Gospel and the Heart curriculum) 4. Continue to train new small group leaders (turbo groups) 5. Begin to network in next target area 8

9 ROLES, RESPONSIBILITIES, AND TIME ALLOTMENTS Projected for when worship services begin at first site. Be careful that I do not begin to do things that will be hard to take away from the people. Role I - Movement Leader (1 block = 4 hrs. per week) 1. Vision for the City (research, reflection, prayer and writing Vision Updates) 2. Partners (prayer partners, other movement leaders, financial partners) 3. Contextualized Movement Model (research, review, revise) Role 2 - Church Planter (4 blocks) 1. Vision for the Neighborhood/People Group (research, reflection, prayer and vision updates) 2. Team (staff, key lay leaders, networking) 3. Contextualized church planting strategy (networking, marketplace ministry, leadership development) Role 3 - Pastor (9 blocks) 1. Preach (3 or 4 blocks) (Plan preach series, gather resources, study, preach) 2. Counsel (2 blocks) (evangelistic priority, pastoral, spiritual formation) 3. Lead (3 blocks) (staff, small group leaders, leadership teams, MCM, council) Vision Amplification What will the Church and the City look like in ten years? Family Renewal Strong marriages are honored, yet the single life is not stigmatized. Hurting marriages and families are being healed. Strong schools are provided for all the children of the city. Child abuse has radically declined. Sex within marriage is viewed as beautiful; the sex industry is closing down. Marketplace/Cultural Renewal Corruption and greed are declining in both private and public sectors. Increase in integrity, honesty and trust between landlords and tenants, management and labor, professionals and clients, merchants and customers. Think tanks are springing up in various professions to explore how to do medicine, art, finance, law, music, journalism, etc. in line with the gospel. Creative and corporate professionals are forming cooperative ventures to do cultural productions and establish new civic and business enterprises that will reflect the glory of God and improve the quality of life. Social Renewal Classes and races are experiencing reconciliation. Individuals and institutions are publicly repenting for the self-justifying attitude that uses racism and classism to bolster self-esteem. Minority races and marginalized classes are demonstrating an attitude of forgiveness and patience. Respect/justice and patience/mercy are actively being practiced in relations 9

10 between races and classes. The 20% "elites" are repenting of their detachment and getting involved with the needs of the community. Hundreds of cooperative efforts between "haves" and communities of need are taking place to rebuild neighborhoods. Church Renewal Clear and powerful proclamation of the gospel of grace is spreading through the city replacing legalism, liberalism and authoritarian cults. Testimonies of changed lives are the talk of the town. Unity within and between churches replaces splintering and conflicts and causes unbelievers to marvel. Balanced outreach of word and deed is meeting the needs of the city. Greater unity of purpose and a spirit of cooperation and love between churches. Hundreds of new churches are being planted. BASIC STRATEGY & MISSION CHAPTERS (Milestones) In each church we plant, there will be three basic steps. Although we will do all three from the beginning, we will focus our resources on each of these during different Mission Chapters. Each Mission Chapter will last a minimum of two to five years. Chapter 1: Connecting San Diegans to Christ through: 1. Evangelistic worship. Our worship services will be designed to glorify God, build up those who believe and to challenge and help those who doubt or seek. 2. Group-based ministries. The backbone of our church will be a network of small groups and ministry teams, in which face-to-face friendships and caring develops. 3. Church life ministries. Hospitality, seminars, retreats, etc. will be designed to enable new people to develop relationships and bridge into a small group, and to enable believers to relate to one another as family. Chapter 2: Building Christians into Servant-leaders through: 1. Caring ministries. Through a network of support groups, classes and seminars we will provide a nurturing context for spiritual growth. Our counseling ministry and our diaconate will help people with particular needs. 2. Discipling and leadership development. Through groups, classes and mentoring relationships, we will a) help new Christians mature into servant-leaders in the church, b) identify and involve emerging leaders in apprentice relationships, and c) nurture and support existing leaders in their ministries. 3. Prayer ministries. Through prayer and reliance on God's grace, we will under gird all of our strategies. We will gather in groups for prayer to seek God's presence and praise him for what he has already done. 4. Coordination ministries: Sunday Ministries, Administration, Finance and Communication. Through these ministries, we will support the overall work of the church by matching resources (people, skills, finances) with the best place for service. 10

11 Chapter 3: Releasing Servant-leaders within the City through: 1. Cultural renewal ministry. Marketplace ministries among corporate and creative professionals to equip them to work with excellence and Christian distinctiveness in their vocation. Like Esther in scripture, we will seek to exercise cultural leadership for Christ. 2. Social renewal ministries: Mercy and Community Development ministries to bring healing, empowerment and reconciliation to the poor and oppressed of the City. Like Nehemiah, we will seek to reweave the physical and social fabric of the community. 3. Church renewal ministries: Evangelism, Church Planting and Missions. Like Ezra, we will seek to renew and expand the church both in San Diego and worldwide. WORKSHEET: Evaluating Dick s Planning Document 1. What impresses you as most helpful in Dick s model? 2. What elements in the Planning Arrow did Dick leave out? Why, do you think? 3. What is the most difficult area/element in writing a planning document? 4. What possible dangers may an unrealistic planning document hold? 11

12 WORKSHEET: Developing your Action Plan STEP 1 - State your Vision of what you hope God does a. Look again at your map and demographics b. Read your people profiles (from Module 3.) c. Ponder the felt needs. What new information have you learned about your community? d. Summarize in writing needs you seek to meet and the climate you seek to set. e. State what your vision is for your church. What would shalom look like in your community? Reality Checks: Do needs break your heart? Do you understand the social structures, culture of this community? Does your vision grip you? STEP 2 - Articulate Values List those values that are Biblical, are deeply part of you (passionate), and fit the target group. These values will color everything that your church does, so more than 5-8 values is probably unmanageable. Reality Checks: Is there a balance in your values? In what areas do you need to develop stronger convictions? Based on your values, what must you do? What must you not do? STEP 3 - Define your Mission (who, where, what, when) This is a brief statement that describes what you are about. It states how you will fulfill your vision through several strategic ministry strategies. It should be accurate, succinct, enduring and energizing. Reality Checks: Does it match your target group and where they live? Does it focus your attention, gifts, energy on several major strategies? Does it clarify the specific needs you seek to meet? Does it give an idea of your group size? STEP 4 - Describe the Launch Force Description of your abilities, style, sense of call that prepare you for the task. Description of the team God is drawing together. Opportunities emerging that you desire to maximize. Reality Checks: Does your team fit the context? Do you understand the SWOT analysis? (Strengths, weaknesses, opportunities, threats) What areas need strengthening? STEP 5 - Set Milestone and Goals Determine where you want to be in ten years. Clarify mid-term goals (Milestones). How will you know if you re moving toward the target? Reality Checks: Are goals SMART (strategic, measurable, achievable, responsible (person), time-bound?) STEP 6 - Plan for Action Ministry Design: Those styles, ministries, forms that are true of you and fit the context and will further God s plan. (Leadership, communication, structure, worship, etc.) Strategies: (Connecting people to Christ, building mature Christians, releasing leaders into mission) Reality Check: Are plans specific enough to evaluate? Your Action Plan is due at our next training session. 12