Grace Memorial Baptist Church
2010-15 Strategic Plan
Submitted by: The Strategic Planning Steering Committee
February 7, 2010 (Revised March 31, 2010)
Table of Contents
Executive Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Approach/Methodology.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Church and Community Demographic Profile. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Church Ministry Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Environmental Scan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
SWOT Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Key Components of Strategic Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Values. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Mission. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Vision.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Strategy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
KRA #1 Reaching the Church’s Ministry Community.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
KRA #2 Building Authentic Community within the Church.. . . . . . . . . . . . . . . . . . . . . . . . 25
KRA #3 Making Mature Christians. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
KRA #4 Equipping the Church to be Effective. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Next Steps. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Appendices:
Advanced Strategic Planning Method.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
2006 Census Fredericton – Key Facts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Grace Memorial Baptist Church Foundational Statements (Existing). . . . . . . . . . . . . . . . . . . . . . 31
Page -2-
EXECUTIVE SUMMARY
The wisdom of the prudent is to give thought to their ways. (Proverbs 14:8)
In February 2009, the Strategic Planning Steering Committee (SPSC) was established to develop
in consultation with the church a three to five year strategic plan for Grace Memorial Baptist
Church (GMBC), to provide a roadmap for how the Church would accomplish its mission and
advance toward its vision. For this purpose, the SPSC followed a biblically-based strategic
planning method developed for churches.
After a year of research, planning, consultation and analysis the SPSC is recommending a fiveyear Strategic Plan for GMBC commencing in 2010 which includes:
A new statement of values containing the following values: Preaching and Teaching Scripture,
Fellowship, Worship, Prayer, Discipleship and Holy Living, Evangelism and Relevance, Families;
A new mission statement being “The mission of GMBC is to lead and support people at home
and abroad in a growing relationship with Jesus Christ”;
A new vision statement which envisions GMBC as passionate about God, passionate about
people and passionate about serving;
A five-year strategy which focuses on the following key result areas where the SPSC believes
GMBC must achieve results in the next five years in order to effectively carry out its mission
and advance toward its new vision:
1. Reaching the Church’s Ministry Community (Evangelism) – includes goals, targets and
strategies to help GMBC better reach the local community for Christ.
2. Building Authentic Community in the Church (Fellowship) – includes goals, targets and
strategies to build and maintain loving relationships within GMBC.
3. Making Mature Christians (Discipleship) – includes goals, targets and strategies to help
GMBC’s family mature as Christians.
4. Equipping the Church to be Effective (Organizational Effectiveness) - includes goals,
targets and strategies to ensure GMBC is structured, organized, administered and
resourced to effectively achieve its mission
The five-year Strategic Plan was informed and shaped by:
• the demographic profile of GMBC’s congregation
• the demographic profile of the greater Fredericton area
• the results of a survey of a representative sample of GMBC’s congregation
Page -3-
•
•
•
•
•
the SPSC’s analysis of: a) GMBC’s strengths, weaknesses, opportunities, threats; and b)
key trends in social, economic, technological, political and philosophical environments
emerging characteristics of 21stcentury churches, essential qualities of healthy churches
the results of the Natural Church Development (NCD) assessment tool
matters referred by the Executive of the Council to the strategic planning process
GMBC’s existing ministries, programs and activities.
In developing the Strategic Plan, the SPSC tried to keep the following realities in balance:
1.
2.
3.
4.
5.
6.
7.
The eternal truths held by the church never change.
The role of the church in people's lives is declining.
Today's culture is changing rapidly.
Time is the new currency.
The population is getting older on average.
God's people are called to share the Good News of Jesus Christ.
The methods and tools of ministry must be relevant and effective.
Whereas the mission of a church is biblically based and unchanging, how a church fulfills its
mission must change to reflect the changing world around it. To achieve its mission, the SPSC
believes that GMBC must continue to develop effective methods of reaching out to
unchurched people while holding steadfast to its cherished values.
This will require a better understanding of the needs of the local community to whom GMBC
ministers in order to ensure its outreach ministries are relevant. It will also require that GMBC
better understand who it is as a church and be able to effectively communicate this to the
unchurched. No less important, the SPSC believes GMBC must also develop effective methods
and tools to nurture believers in a growing relationship with Jesus Christ and to help believers
develop and demonstrate Christ-like characteristics.
The very methods and tools that allowed GMBC to flourish in the past may or may not take
GMBC where it wants to be in the future. What is important is that GMBC continues to create a
legacy of relevant, effective witness and spiritual nourishment to future generations as it
continues to proclaim the love of Jesus Christ. The SPSC believes that the strategies identified
in the strategic plan for the first three key result areas will enable this legacy.
Ensuring that GMBC is structured, organized, administered and resourced to effectively achieve
its mission must also in the view of the SPSC be a priority for GMBC in the next five years. Key
amongst the several strategies recommended by the SPSC for this key result area is a review of
GMBC’s governance model (that is, how the church is structured to make decisions) to
determine if it is the most effective model for GMBC’s current reality. The existing governance
model, and church bylaws, were developed many years ago.
Also important, is the need to develop and equip leaders in the church to effectively lead, to
ensure church staff leadership needs are reviewed as required so that GMBC has the staff it
Page -4-
needs to achieve its mission and vision, and to implement a Committee to address personnel
related matters for church staff.
Recognizing the reality that foresight is never as clear as hindsight, the strategic plan is the
SPSC’s best effort to envision the path it believes that God wants GMBC to take. The plan is not
“cast in stone,” but would be submitted to the sovereign direction of our Lord as well as
ongoing evaluation so that it could be adjusted as required to achieve success. If the church
approves the adoption of the strategic plan, a critical next step would be the establishment of
the Strategic Plan Implementation Steering Committee to develop an action plan for
implementing the strategic plan and to ensure ongoing monitoring and reporting on
implementation progress.
Page -5-
INTRODUCTION
Within Grace Memorial Baptist Church, the Executive of the Council is responsible for long
ranging planning of the church. In February 2009 with the blessing of the Church Council the
Executive of the Council established the Strategic Planning Steering Committee (SPSC) to
develop a three to five year strategic plan for Grace Memorial Baptist Church. Reporting to the
Executive, the SPSC was comprised of the following members:
Assistant Moderator – Joanne Fletcher (Chair)
Member of the Board of Deacons – Ed Corey
Members of the Congregation at large – Christina Clark, Doug Colwell, Randy Robinson, Phil
Clark (Acting for Christina)
Senior Pastor – Doug Hapeman ex officio member (non-voting)
Moderator – Vacant, ex officio member (non-voting)
Administrative Secretary – Dale Sproull, ex officio member (non-voting)
Specific responsibilities of the SPSC were to:
1. Recommend for approval of the Executive a process / critical path for creating the
strategic plan (the process was to include consultation with the church leadership,
Boards, various committees as appropriate, the congregation and others as appropriate
on the requirements of the strategic plan);
2. Recommend for approval of the Executive, the Council and congregation a 3-5 year
strategic plan for the church;
3. Make any other recommendations related to the strategic plan that the SPSC deems
appropriate including implementation of the strategic plan;
4. Provide monthly progress reports to the Executive or as required;
5. Identify issues requiring direction / decision of the Executive or Council.
In one year, the SPSC acquainted itself with the process of strategic planning and developed a
five-year strategic plan for Grace Memorial Baptist Church with input from the congregation.
This document presents the five-year strategic plan for adoption by the church as well as
information relevant to the formation of the plan.
APPROACH / METHODOLOGY
The SPSC reviewed different approaches to and methods of strategic planning and
unanimously agreed to follow the biblically based method for churches developed and
Page -6-
described by Aubrey Malphurs in this book Advanced Strategic Planning1 recognizing that this
method may need to be somewhat adapted to reflect GMBC’s uniqueness as a church. The key
steps in this method are:
1. Prayer (pray without ceasing is required throughout the process)
2. Ministry analysis (determines what kind of a church GMBC is)
3. Values discovery (determines who GMBC is and why it does what it does)
4. Mission development (defines what GMBC is supposed to be doing)
5. Environmental Scan
6. Vision development (defines what GMBC must be and look like in the future)
7. Strategy development (determines how GMBC will accomplish its mission)
8. Strategy implementation (determines who does what when)
9. Ministry Contingencies (plans for the "what ifs")
10. Ministry evaluation (examines how the church is doing in carrying out its mission)
The SPSC undertook its work in three phases:
Phase I – Planning and preparation; development of workplan; collecting of existing and new
information and data (2003 Ministry Analysis; new Church Ministry Analysis; 2006 Day of
Discovery Focus Group; Fredericton Community Profile (2006 Census); GMBC NCD Survey
results; GMBC Profile; GMBC Foundational statements; current GMBC values, vision, mission;
Readiness for Change Survey) (February – April’09)
Phase II – Developing values, mission and vision statements for the church; this included a half
day workshop for leaders and all interested to obtain feedback on proposed values, mission
and vision statements developed by the SPSC and an information session for all interested to
learn about the proposed values, mission and vision statements (April – September ’09)
Phase III – Developing the strategy; this included a half day workshop for leaders and all
interested to obtain feedback on the proposed strategy developed by the SPSC and two
information sessions for all interested to learn about the proposed strategy (September ’09 –
January ’10)
The SPSC initially targeted November 2009 for completion of and presentation of a strategic
plan. This was later changed to the February 2010 Annual Business Meeting to allow more time
for strategy development.
1
Aubrey Malphurs, Advanced Strategic Planning (Grand Rapids: Baker Books, 1999, 2005), 167. Mr. Malphurs is a
professor of pastoral ministries at Dallas Theological Seminary. A nationally recognized expert on leadership issues,
he is the author of more than fifteen books and the president of the Malphurs Group, a training and consulting
organization.
Page -7-
CHURCH AND COMMUNITY DEMOGRAPHIC PROFILE
Understanding the differences and similarities between people in a church and the local
community it serves helps a church to be more effective in reaching out to the community for
Christ. The SPSC collected and analyzed demographic data about the church congregation and
the Greater Fredericton Area (GFA), the geographic area which the SPSC believes to be GMBC’s
local ministry community. Key demographic similarities and differences between the church
and the GFA are:
Similarities: The majority of people are married, white collar, homeowners, English, white, and
employed in health care, education, public administration, professional, technical.
Differences: People at GMBC are
• older (45 vs. 38)
• higher income ($50-75,000 vs. $64,000)
• empty nesters or approaching vs. with 1 child on average (59% < 14 yrs)
• 50% of households retired vs. 65% employed
• more educated (50 % vs. 29% university grads),
• less connected to home internet (65% vs. 72%)
The SPSC was not able within the time and the resources available to it to obtain good
psychographic information about people in the GFA, that is, information about their attitudes,
opinions and values especially as they relate to church. Obtaining and updating such
information is essential to the church effectively and strategically planning to reach its ministry
community. The five-year strategy proposed by the SPSC, therefore, calls for the church to
undertake a community needs assessment as a first step to better reaching the GFA.
CHURCH MINISTRY ANALYSIS
In order to provide the SPSC with additional information needed to develop a strategic plan for
GMBC, the SPSC conducted a survey in March 2009 of a representative sample of the
congregation2. The survey was designed to obtain feedback on GMBC’s ministry strengths and
weaknesses and whether it is ministering effectively. The survey questions and analysis were
divided in two parts: the first part being the internal analysis to tell GMBC what it needs to
know about itself; the second part being the external analysis to tell GMBC what it needs to
know about the its ministry community.
2
The survey was based on survey tool developed by Aubrey Malphurs and referenced in his book
“Advanced Strategic Planning”. The sample comprised of the members of the congregation identified
to complete the annual Natural Church Development survey.
Page -8-
What Our Church Needs to Know about Itself
Lifecycle of the Church - The majority of the survey respondents believed that GMBC had
reached a plateau in its life cycle both in attendance (76%) and giving (58%), and that the
future of GMBC is average at best.
Strengths - There was a very strongly held belief that the senior pastor was performing well
(82%). (By comparison, other leaders in the church were viewed as doing a fair job and the
boards were viewed as not addressing the needs of the church (58%)). Respondents also
strongly believed that GMBC has a clear vision statement and high energy level, and that it has
a clear mission and is accomplishing its mission. Both staff and the church family were seen as
being involved in overall ministries of the church. Outreach through foreign missions and other
programs was considered a strength of GMBC.
Weaknesses - Respondents strongly believed that GMBC is not reaching the unchurched and
the lost in the community (82%); rather, GMBC was viewed as an inward focused Church that
does not face its problems nor learn from its mistakes (64%).
Demographics – The survey responses revealed that the congregation is generally well
educated (most have a university degree), reasonably well off (most have an income higher
than the regional average), and mostly married and retired. The median age of GMBC is 45
years and there exists a strong desire for the church to focus on the 20 to 40 years age range as
not doing so will result in GMBC continuing to plateau.
Awareness of Current Mission / Vision - According to the survey respondents although GMBC
has had a well defined Mission and Vision statement for several years, many in the church
family do not know what they are in detail.
GMBC’s Ministry Community – Survey respondents believed that GMBC is attempting to reach
both the Christian (currently not attending or searching for a church family) and the nonChristian; however, they were less familiar with the process of disciple making (even though
GMBC has a well defined process).
Outreach – Survey respondents regarded GMBC’s outward focused ministries as being directed
to foreign missions (64%) with the ministry to the local community falling behind.
Worship – Respondents generally believed that the worship services are vibrant and inspiring
(88%). This was reinforced by the strong support for the effectiveness for the pastor.
Leader and Lay Ministry – Respondents believed that the power within the church lies with it
leaders on the Boards and Council (76%). They did not believe strongly in the involvement of
the lay ministry as further evidenced by the belief that there is not a strong application of the
scripture to life in general within the church (69%).
Page -9-
Church Culture - In the survey the strength of the church's culture was measured by how
deeply its core values, traditions, heroes, memories and rituals are embedded within the
congregation. Based on the survey responses GMBC is not regarded as having a strong culture
nor in the process of developing a strong culture. Most survey respondents were unaware of
GMBC’s core values (76%).
Barriers to Effective Ministry - Respondents believed that there are some barriers to effective
ministry (58%) such as the development within the church of a critical nature which prevents
change and the presence of the Holy Spirit to work within the church.
Financial Well-being – Respondents noted that the church has experienced deficits but usually
manages to meet budget requirements with much effort, juggling, restraint and prayer. The
congregation responds well in giving to clearly defined needs like the Welcome Centre.
What Our Church Needs to Know about its Ministry Community
Knowledge of Ministry Community - In general, survey respondents believed they had a good
feel for the needs of GMBC’s ministry community but expressed concern for the church’s
ability to reach people in the community.
Health of Community - Respondents believed the ministry community and in general the
downtown core to be in a period of growth. They viewed the immediate area around the
church as being relatively crime free and a safe place for people to live.
Competing Activities - Of the list of possible activities that compete for the time, energy,
resources of both the unchurched and GMBC’s members respondents identified the following
top three : 1) Leisure time activities (94%), 2) Athletics (viewed or participant) (82%), and 3) the
Marketplace (Shopping Malls etc.) (70%).
Ministry Opportunities – Survey respondents identified the following top three ministry
opportunities for GMBC: 1)·unchurched people (94%) 2)·international students (88%), and
3)·new people moving into the community (82%).
ENVIRONMENTAL SCAN
An environmental scan typically consists of a review and analysis of the current social,
economic, technological, political and philosophical environments in order to determine key
trends that an organization needs to consider when developing its vision and strategy to
achieve its vision and mission. Below are the findings and emerging trends from the
environmental scan undertaken by the SPSC.
Page -10-
Social Environment
New Brunswick is facing a demographic challenge: the average age is increasing (41 in 2006),
life expectancy is increasing and the birth rate is declining.3 With a growing seniors population
there is a shortage of nursing homes and hospital stays are longer for the elderly waiting to
enter a nursing home. Couples are having fewer children and appear to be having children at
an older age. Two income families are the norm (80% at GMBC) increasing demand for
subsidized and nonsubsidized day care for children. People, especially families, are increasingly
moving from downtown urban areas to suburbs (suburbanization). The number of special
needs children in public school and children with social disorders and behavioural problems is
on the rise. Child poverty is higher than the Canadian average and New Brunswickers in general
are less physically active and more overweight that the average Canadian. Addictions of several
types (drug, alcohol, gambling, pornography) appear on the increase. Over half of the adult
population in New Brunswick have literacy skills that are considered to be below the level that
enables them to function adequately at home, at work and in their communities, and to deal
with the demands of a knowledge-based economy.4
North American society highly values education and life-long learning, social stature, material
and financial wealth, leisure time and activities. Divorce, common law relationships and
homosexuality are more socially acceptable. Children are sexually active at a young age and
teenage pregnancies are on the rise. Leisure time equates to watching television, playing
games on the computer, shopping, going to the movies and sports. People are very mobile and
frequently vacation outside their own country. Organized religion and churches have no value
in most people’s lives but people are interested in spiritual matters. Individuals appear
detached, non-committal, self-centred, and question authority.
Canadian society is diverse culturally and tolerant of cultural differences. New Brunswick is
expected to become more culturally diverse as the government focuses on immigration to
grow the population. Worldwide the Muslim population is increasing in number and stature,
and there is an anti-Christian sentiment.
In 2007, 84% of Canadians aged 15 and over – made a financial donation to a charitable or
other nonprofit organization. Religious organizations were the biggest beneficiaries, receiving
46% of all donated dollars. In addition, 46% of Canadians aged 15 and over, volunteered during
the one-year period preceding the survey. Most of the hours contributed went to sports and
recreation, social services, education and research, and religious organizations. Finally, 84% of
Canadians indicated that they provided direct help to others who live outside of their
household (i.e., they did not provide such help through an organization). The rates of
charitable giving, volunteering, and providing direct help to others are largely unchanged from
3
It is time to act! Toward’s New Brunswick’s Population Growth Strategy, Aug. 2007
4
Working Together for Adult Literacy: An Adult Literacy Strategy for New Brunswick, Dec. 2009
Page -11-
2004.5 In 2008, 93.2% of New Brunswickers over the age of twelve indicated they were satisfied
or very satisfied with their life in general; 17.8% over the age of fifteen perceived life stress to
be a lot.6
Technological Environment
Telecommunication (telephones, television, radio or computers, videoconferencing, web
conferencing, personal devices) is pervasive, ever changing and bringing more and all kinds of
information from everywhere directly to more people faster. People spend more time on
computers and other telecommunication devices decreasing the need for face-to-face
interaction and increasing the potential for information overload, misuse or theft of personal
information and breach of personal and national security. Most people now receive their news
through television, radio or over the internet than by print form such as newspapers. Media
and advertising are everywhere all the time, and very influential. Social networking sites on the
internet (e.g. Facebook) are increasing in popularity and importance in everything from
organizing social engagements to courtship.
Technology is contributing to significant advances in medicine resulting in longer and better
quality of human life, much medical experimentation and complex ethical issues. Technology is
also fostering space exploration, understanding of the human genetic coding, genetic
engineering, biogenetics, and enhancements in artificial intelligence – robotics.
Economic Environment
The collapse of the American banking system and worldwide financial markets in the fall of
2008 resulted in governments everywhere, including Canada and New Brunswick, tabling fiscal
stimulus plans in 2009 to avoid severe recession or depression. In Canada and New Brunswick
such plans will create government deficits for at least four years and increase government’s
overall debt. The collapse also led to a tightening of credit for businesses and consumers, a
worldwide economic slowdown and huge losses in the stock markets and pension funds which
have since begun to recover. The need to address government deficits and debt could
compromise the long-term viability of public services and social programs currently available to
New Brunswickers and Canadians as well as public sector jobs. The slowdown in the American
economy (New Brunswick’s largest trading partner) and a high Canadian dollar is expected to
result in job losses in businesses which export heavily to the United States. Conversely,
government (federal and provincial) investment in provincial and municipal infrastructure (e.g.
highways, water and sewage systems) is at an all-time high resulting in job creation for general
labourers and in the construction sector and other economic spinoffs. At the end of 2009,
5
Statistics Canada – Catalogue no. 71-542-X, Caring Canadians, involved Canadians : Highlights from the
2007 Canada Survey of Giving, Volunteering and Participating, 9-10
6
Statistics Canada. Table 105-0501 - Health indicator profile, annual estimates, by age group and sex,
Canada, provinces, territories, health regions (2007 boundaries) and peer groups, occasional, CANSIM
(database).
Page -12-
participation in the labour force remained high and unemployment dropped to 8.1% in
September 2009 from 8.9% in October 2008.7 NB’s economy is expected to expand near its
historical longer term pace with gains of 2.2% in 2010 and 2.6% in 2011.8 New Brunswick is
expected to resume on a growth path in 2010 with an increase in real GDP of 2.2% over 2009
just slightly below the national pace at 2.5%. Within the City of Fredericton, there are many
large building and infrastructure projects underway, including several church expansions.
For most New Brunswickers, the cost of living continues to outpace wage increases due mostly
to rising energy costs (home heating, gasoline) and, for the homeowner, increases in property
taxes. Individual savings continue to decline as more people live on credit. Property taxes and
assessments are way up Nation-wide, the middle class is shrinking and the gap between rich
and poor is increasing. Purchasing power is beginning to shift to the younger demographic as
the baby boomer generation exits the labour force and retires. Jobs in knowledge based
sectors (e.g. information technology), health care, skilled trades are on the rise while jobs
losses in manufacturing, farming and other resource based sectors (e.g. forestry and mining)
are declining. The cost of borrowing remains at an all-time low and is expected to increase
when the economy starts to rebound.
Political Environment
The Fredericton Mayor and City Council appear very interested in community values (balance
of work, health services, healthy environment, schools, faith community, residential areas,
recreation) and supportive of the work of churches in the community. The city is maintaining a
balanced budget but not without increasing fees for services to its citizens. Provincially, it
remains to be seen what, if any, public sector job losses and further cuts in government
programs and services will result from the Canadian or New Brunswick governments’ efforts to
return to balanced budgets deficits. The Provincial government is a large employer in the city.
Concern has already been expressed about the lack of a provincial legal aid program,
elimination of support workers in family court and changes to small claims courts. Further
cutbacks in government services could increase demand on services provided by charitable or
not for profit organizations especially by the working poor, retired and homeless. In
Fredericton, the emergency shelter, soup kitchen and food bank report increases in the
number of individuals requiring their services.
Within the province, Sunday has become one of the busiest shopping days as a result of a
relatively new provincial law which permits Sunday shopping. With the legalization of same sex
marriages, some churches are now performing same sex marriages in spite of biblical teachings
on homosexuality.
In Canada and around the world, people and governments are increasingly concerned with the
effects of global warming, the negative impact it is having on the natural environment and the
7
TD Bank Financial Group, Provincial Economic Forecast, Nov. 2009, 10
8
Ibid.
Page -13-
need to protect the environment. Floods, drought, fires and other natural disasters appear to
be increasing in number and severity. Trust in elected officials is continuously undermined by
scandals in the personal lives of politicians or within their governments weakening public
confidence in government and higher authority generally.
Terrorist attacks in the United States and elsewhere have heightened national security at home
and abroad resulting in civil rights taking a back seat to national security measures, increased
border protections along the Canada-U.S. border and other protectionist measures in the U.S.
The escalation of the war in Iraq and Afghanistan and the continued involvement of Canadian
troops has come under increasing public scrutiny and criticism as more Canadian troops lose
their lives in the fight against terrorism with seemingly little, if any, overall gain. The IsraeliPalestinian conflict remains a concern with no clear sign of a peaceful resolution in sight. The
world is getting smaller, it is highly connected and interdependent. What happens on distant
shores more often has a ripple or tidal affect locally. As a result, there are increasing calls for a
new global government to establish a new world order by identifying, understanding and
addressing worldwide problems that go beyond the capacity of individual states to solve.
Philosophical Environment
Within North America, the role of the church in peoples’ lives is steadily declining. The new
American Religious Identification Survey 2008 by the Graduate Center of the City University of
New York shows that most religions in the United States are losing members rapidly. According
to the survey, the percentage of Americans who call themselves Christians has dropped more
than 11% since 1990. The survey also reports that Catholics, Baptists and other mainline
Protestants have seen large drops in numbers while Islam, Wicca and eastern religions such as
Hinduism and Buddhism show large gains. Furthermore, the number of Americans who claim
no religion at all is 15%, up from 8% in 1990.
Even those who still call themselves Christians do not necessarily hold to traditional Christian
beliefs any longer. USA Today reported on a survey that found 52% of American Christians
believe that eternal life is not exclusively for those who accept Jesus Christ as their Saviour.
According to one American church leader most people do not go to church for clear and
specific reasons.9 Their problem is not so much with Christian theology but rather how
Christians do Church. One U.S. survey cites the following reasons for not attending church:10
1.
2.
3.
4.
There is no value in attending (74%)
Churches have too many problems (61%)
People do not have the time (48%)
People are simply not interested (42%)
9
James White, Rethinking the Church, (Grand Rapids: Baker Books, 1997, 2003), 24. The survey was performed by
the Barna Research Group, Glendale, Calif
10
Ibid., 23
Page -14-
5.
6.
7.
8.
Churches ask for money too frequently (40%)
Church services are usually boring (36%)
Christian churches hold no relevance for the way people live (34%)
People do not believe in God, or are unsure that God exists (12%)
One American researcher offers three reasons why non-Christians fail to be influenced by the
message of Christianity. First, they do not see the relevance of the Christian faith. Second, they
do not understand what it is the Christian faith is trying to say. Third, they have difficulty
accepting how different the Christian answer is from what they thought the answer would be.
According to this researcher, in order for evangelism to work the non-believer must be actively
invited into an experience that is relevant and understandable. Three steps are essential:
1. building a relationship between a believer and a non-believer,
2. within the confines of this relationship, sharing the Christian faith in language and
terms a contemporary non-believer can understand, and
3. exposing a non-believer to an environment or event that is sensitive to the
non-believer's spiritual situation but also clear in its presentation of the Christian
faith.11
Other emerging needs of non-believers are:
1. Explanation – Churches will need to help non-believers understand what the Bible is
and what it is about,
2. Experience – Non-believers who are seeking are looking for an experience of faith (they
want to belong before they believe) and they want experience in terms of acts and
services and events that make them feel like they have done something spiritual, and
3. Example – Non-believers want to see actual examples of a transformed life.12
Major Trends and Responses by Churches
The following table shows major trends facing 21st Century churches, and one church’s
response to them:13
11
George Barna, Evangelism That Works, (Ventura, Calif.:Regal, 1995), 40
12
James White, Rethinking the Church, (Grand Rapids: Baker Books, 1997, 2003), 59-62
13
Aubrey Malphurs, Planting Growing Churches, 2nd Edition, 130
Page -15-
Major Trends
The population is growing older
Communities are becoming more diverse
The rate of change is increasing
Time is becoming more important than
money
The church’s influence is declining
Possible Church Response
Mobilize mature adults for ministry
Develop multiple styles of ministry
Change methods without changing the
message
Streamline schedules and structures
Model Christian discipleship
The emerging characteristics of 21st Century churches are14
• Small group ministries
• Contemporary Christian music and worship
• Use of arts in worship
• Programming options
• Strong children's and youth ministries
• Increased evangelism
• Growing lay involvement
• Casual dress
• Emphasis on life change
• Non-denominationalism
• Culturally indigenous ministries
• Creativity and innovation
• Use of marketing techniques, such as mailers
• Accepting and nonthreatening environments
• Non-seminary-trained staff
• Visionary and proactive pastors
• Ministry excellence
• Practical preaching
Christian Schwarz, author of Natural Church Development: A Guide to Eight Essential Qualities
of a Healthy Church identifies eight essential qualities of healthy churches:
1.
2.
3.
4.
5.
6.
7.
8.
14
Empowering leadership
Gift-oriented ministry
Passionate spirituality
Functional structures
Inspiring worship services
Holistic small groups
Need-oriented evangelism
Loving relationships
Ibid., 128
Page -16-
Two years ago, GMBC embarked on a journey to improve its overall health as a church based
on these eight essential qualities by adopting and using the Natural Church Development (NCD)
assessment tool. This tool helps a church identify existing and potential barriers to health so
that it can take effective steps to remove them and maximize the potential for ongoing growth.
The table below shows GMBC’s score on each of the eight characteristics as of the most recent
NCD survey conducted in March 2009 and the change in these scores from the previous year’s
NCD survey. A score of 65 or greater indicates that a church is healthy for that characteristic.
Quality Characteristic
March ‘09 Score
Change from Feb ‘08
Gift-based Ministry
66
11
Holistic Small Groups
63
9
Inspiring Worship Service
57
10
Effective Structures
56
4
Need-Oriented Evangelism
56
7
Loving Relationships
55
8
Empowering Leadership
54
6
Passionate Spirituality
51
11
As can be seen from the table, GMBC made significant improvement in all eight quality
characteristics in just one year. For one characteristic, gift-based ministry, GMBC’S score
exceeds 65. Holistic Small Groups follows suit with a score of 63. GMBC scores lowest in the
quality characteristic of passionate spirituality at 51 with scores for the remaining five
characteristics ranging from 54 to 57.
GMBC – SWOT ANALYSIS
The aim of a SWOT analysis was to identify the key internal and external factors that are
important to GMBC achieving its mission and vision. These come from within the church's
unique value chain. A SWOT analysis groups key pieces of information into two main
categories:
1. Internal factors – The strengths and weaknesses internal to GMBC.
2. External factors – The opportunities and threats presented by the external environment
to GMBC.
The results of the SWOT analysis conducted by the SPSC are as follows:
Strengths:
1. fellowship
Page -17-
2.
3.
4.
5.
6.
7.
attitude of service (servant hearts)
facilities (sanctuary, gym, new kitchen, welcome center, elevator, meeting rooms)
location (heart of downtown, central, close to school, university)
pastoral and church staff
open, accepting of others searching for God
warm, welcoming, respectful of individual differences, accepting and nonthreatening
environment, not focused on things not essential to salvation
8. good outreach programs e.g. Divorce Care, music, VBS, summer camps
9. giving congregation financially
10. pastor is very knowledgeable of latest technology and uses it effectively
11. identity as an historical, evangelical church (theological framework).
Weaknesses:
1. getting newcomers involved in the church, connecting them with their peer group,
making them feel like they belong (not hospitable)
2. lack of leadership for young families, couples
3. lack of focus/ identity, the church is a mile wide, an inch deep, trying to be all things to
all people
4. lack of succession planning, training, mentoring
5. lack of leadership in CE
6. lack of passionate spirituality
7. lack of corporate prayer
8. lack of presence / visibility in the community and strategic marketing
9. Church family avoids confrontation, doesn't manage it effectively, and lack processes
for dealing with it
10. lack of resources, volunteers to fill positions within church
11. lack of discipleship
12. lack of strategic planning, integrated planning among church boards/committees
13. lack of demographic in certain areas
Opportunities:
1. new students in town, especially university and college students
2. new residents, families to Fredericton
3. new programs (Upward Sports, music)
4. graduates of Divorce Care, Alpha, etc, getting them attached to the church
5. new, improved facility
6. tapping into gifts of congregants
7. all strengths are opportunities
8. 90% of Frederictonians don't attend church
9. interest of Korean families in church
10. hiring a new Pastor for Family Ministry
11. NCD initiative
12. high degree of interest in spiritual things within society.
Page -18-
Threats:
1. sports, leisure activities, Sunday shopping, entertainment, media
2. negative attitudes in the church
3. older congregation
4. resistance to required change
5. post modern culture (focus on individual, all about "me")
6. large number of churches within small geographic area all trying to corner the same
market
7. lack of growth in church membership
8. negative societal attitude toward Christianity/churches.
KEY COMPONENTS OF STRATEGIC PLAN
Based on the strategic planning method used by the SPSC, the proposed strategic plan for
GMBC consists of the following four components:
Values (Who we are)
Mission (What we are supposed to be doing)
Vision (Where you are going)
Strategy (How you will get there) – includes goals targets and strategies in key priority
areas where the church needs to focus in the next five years to achieve its mission
Values, Mission and Vision (VMV)
GMBC currently has a values, mission and vision statement which was developed about ten
years ago. As a rule the values, mission and vision of an organization should not drastically
change over time. For this reason, the current values, mission and vision statement served as
the starting point for the SPSC in developing a new statement of values, mission and vision for
GMBC. The values, mission and vision statements recommended by the SPSC are very similar to
GMBC’s current values, mission and vision the main difference being that the words used to
describe them are more modern and simple.
Values
“Values” are the constant, passionate core beliefs that drive the ministry.15 While there are
various types of values, the values for GMBC recommended by the SPSC consist of actual
values (the beliefs the GMBC owns and practices daily) and aspirational values (beliefs that
GMBC aspires to own and practice daily). They also reflect all of GMBC’s current values
(scriptures, prayer, integrity, community, family, disciple-making, people, relevance). Based on
input from the congregation, the SPSC recommends the following values for GMBC:
Recommended Values Statement for GMBC
Preaching and teaching scripture – Communicating God's Word to people.
15
Aubrey Malphurs, Advanced Strategic Planning (Grand Rapids: Baker Books, 1999, 2005), 100-104
Page -19-
Fellowship – Relating to, enjoying, encouraging, supporting and caring for one another.
Worship – Attributing worth to God.
Prayer – Communicating with God.
Discipleship and Holy Living – Learning to be and living like Jesus Christ.
Evangelism – Telling others about the good news of Jesus Christ.
Relevance – Striving to be relevant to the needs of people in the community.
Families – Upholding family as the foundational unit of society.
Mission
For a church a “mission” is a broad, brief, biblical statement of what the ministry is supposed to be
doing. It indicates: a) who your church is serving, and b) how your church will serve these people.16
Scripture defines the mission of all churches to be that of making and maturing disciples of Christ
at home and abroad (Matt 28:19-20, Mark 16:15, Luke 24:46-48, Acts 1:8)
The current mission and purpose statements for GMBC are:
Mission:
GMBC is a Christ-centred fellowship of believers who seek to glorify God by
teaching God’s word, by cultivating loving, caring relationships, and by
sharing the gospel with family, friends and neighbours in our community and
around the world.
Purpose:
To honour God by leading people into a growing relationship with Jesus
Christ.
The SPSC recommends a new mission for GMBC, one that builds on the current purpose, is briefer,
and is more focused on the great commission. Based on input from the congregation, the SPSC
recommends the following mission statement for GMBC:
Recommended Mission Statement for GMBC
The mission of GMBC is to lead and support people at home and abroad
in a growing relationship with Jesus Christ.
Vision
For a church a “vision” is a clear, challenging picture of the future of the ministry that can and must
be.17 The terms vision and mission are easily confused and often used interchangeably. Although
16
Ibid., 126-128
17
Ibid., 151-154
Page -20-
they share some similarities, they are two very different and distinct concepts. The table below
identifies ten key differences between a mission and vision18.
Mission
Vision
Definition
Statement
Snapshot
Application
Planning
Communication
Length
Short
Long
Purpose
Informs
Inspires
Activity
Knowing
Seeing
Source
Head
Heart
Order
First
Second
Focus
Broad
Narrow
Development
Taught
Caught
Communication
Visual
Verbal
The ‘current vision’ for GMBC is as follows:
We envision:
•
Spirit-filled worship that glorifies God and leads to a bond of unity, love and praise in an
atmosphere that speaks to all ages.
•
A fellowship founded in God's love and characterized by an attitude of warmth and
friendliness, acceptance and understanding resulting in loving and caring relationships.
•
Discipleship that seeks to provide meaningful lifelong learning opportunities in God's word,
resulting in changed lives characterized by a desire to know God and to enter into a
growing relationship with Jesus Christ.
•
Ministry led by the Holy Spirit which enables our church family to use their God given
talents and resources in a witness for Jesus Christ by word and deed.
Given that the key concepts included in the current vision are incorporated in the values statement
recommended by the SPSC, the SPSC recommends a new vision statement for GMBC, one in which
18
Ibid., 150
Page -21-
the church is passionate about God, passionate about people and passionate about serving. Based
on input from the congregation, the SPSC recommends the following vision statement for GMBC:
Recommended Vision Statement for GMBC
We envision GMBC to be a place where people are:
Passionate about God
• People love God, seek His will and obediently follow his leading.
• People of all ages regularly come together to worship God, to give him praise and thanks
and to pray.
• People are passionate about learning, living and teaching the Word of God so they and
others can grow in relationship with him.
• People fulfil the great commission God gave to His church by sharing the Good News of
Jesus Christ.
Passionate about People
• The church family embraces, encourages, appreciates, respects and supports one another
and celebrates diversity in age, gender, personality, ethnicity, culture, and perspective.
• People are nurtured in their faith, family and church life:
" Young people contribute to church life and bring their friends and families to
participate in fun, safe and spiritually enriching church activities;
" Families (moms, dads and kids) are growing, thriving and contributing;
" Seniors are full participants and contributors to the life of the church.
• Church programs and ministries respond to needs of people in the church and the
community.
Passionate about Serving
• There are abundant people and resources to support the church's activities and ministries
as everyone gives freely and generously of their time, spiritual gifts, talents and finances.
• The church family actively serves and supports the mission of Jesus Christ in the world.
• The church family knows, understands and is committed to the church's values, mission
and vision.
• The church is innovative, creative, relevant and respectful of healthy traditions in the ways
and means by which it serves the church family and the community.
Strategy
A strategy19 is the process that determines how an organization will accomplish its mission. For a
church, the strategy attempts to put together a church-wide program that encourages and makes
it possible for all people to become disciples of Jesus Christ i.e. it directs how the church will make
19
Ibid., 167
Page -22-
disciples. It is a biblical strategic architecture that provides guidance for the operational and
strategic decisions that daily affect the life and direction of the church.
For a church a strategy is important, because it:
•
•
•
•
•
helps the church accomplish the biblical mission God has set for it, and its vision.
helps people understand why the church offers the programs it does and how these
programs connect to the church's mission.
provides a sense of spiritual momentum by assisting individuals in the church family to
grow spiritually.
properly invests the talents, time and treasure of God's people.
displays the things that God is using today to win people to the Saviour.20
The strategy for GMBC recommended by the SPSC identifies the following four key priority areas,
referred to as key result areas (KRAs), where the church must focus in the next five years to
effectively carry out its mission and advance toward its new vision. For each of the four KRAs, the
strategy sets out one or more goals, targets and strategies to achieve the goals.
1. Reaching the Church's Ministry Community (Evangelism) – includes strategies to help our
church better reach the local community for Christ.
2. Building Authentic Community in the Church (Fellowship) – includes strategies to build and
maintain loving relationships within our church.
3. Making Mature Christians (Discipleship) – includes strategies to help our church family
mature as Christians.
4. Equipping the Church to be Effective (Organizational Effectiveness) - includes strategies to
ensure the church is structured, organized, administered and resourced to achieve its
mission effectively.
The recommended strategy is not:
•
•
20
a roadmap to change “everything” our church currently does and how it does it. As
indicated, the strategy only focuses on the four areas the SPSC believes, based on research,
consultation and prayer, our church needs to concentrate for five years in order to better
carry out its mission and achieve its vision. In these four areas the strategy may call for
something new to be done by our church, for extra emphasis to be placed on something
our church already does, or for changes (either specified in the strategy or yet to be
determined) to something our church already does.
a “comprehensive inventory” of everything our church currently does and how it does it.
The strategy builds on what already exists. That it does not reference an existing church
ministry, program, activity, policy or procedure does not mean that the ministry, program,
Ibid., 164-167
Page -23-
•
activity, policy or procedure is unimportant or no longer required. On the contrary, many
of these will help to achieve the goals and targets set out in the strategy.
inflexible and unchanging. Implementation of the strategy will be monitored over the next
five years. Should it come to pass that something in the strategy cannot be implemented
or is no longer appropriate due to a change in circumstances or otherwise, then the
strategy should be amended as needed.
Recommended Strategy (2010-2015)
KRA #1. REACHING OUR MINISTRY COMMUNITY21
Goal: Our church family has the desire, knowledge and means to reach the community it serves
for Christ and is actively reaching the community.
Targets: By 2015:
1. Our church has attained or exceeded a score of 65 on the quality characteristic of
need-oriented evangelism22 as measured by the NCD surveys
2. Our church averages 350 attendees at Sunday worship service
3. Twenty-five percent (25%) of our church family have developed authentic relationships
with seekers.23
Strategies:
1. Conduct a survey to assess the needs of the church's ministry community.
2. Assess the effectiveness and relevance of existing outreach ministries in:
• meeting an identified community need
• attracting seekers to our church, and
• leading seekers to a saving knowledge of Jesus Christ.
Based on this assessment:
1) keep, change or stop existing outreach ministries,
2) identify new outreach ministries to offer, and
3) seek appropriately gifted leaders to implement these ministries.
21
According to Win Arn, “Average Driving Time to Church”, The Win Arn Growth Report 1, No. 20, most people
(83%) will drive up to but not beyond 25 minutes to get to church, another 6% will drive between 25-35 minutes,
another 5% will drive between 35-45 minutes and 3% will drive 45+ minutes.
22
According to Christian Schwarz, need oriented evangelism recognizes that "it is the task of each Christian to use
his or her gifts to serve non-Christians with whom one has a personal relationship, to see that they hear the gospel,
and to encourage contact with the local church." (Natural Church Development, pg. 35). It focuses on recognizing,
understanding and responding to the needs of non-Christians in a manner and with an intent to help bring them to
a realization of their need of Christ.
23
The term "seeker" refers to: i) a non-believer who through the work of the Holy Spirit is pursuing spiritual
matters, ii) a believer who is not a member of another church and does not attend a church.
Page -24-
3. Enhance community awareness and understanding of who our church is and what it is
about by:
• placing signage in strategic, visible locations
• hosting annual community-focused events (e.g. Block Party) and social activities (e.g.
church suppers)
• actively connecting with families new to Fredericton, and
• developing a communications strategy which includes the use of all forms of media
(newspaper, radio, TV, PSAs, Internet).
4. Enhance our church family's awareness and understanding of who our church is and the
community it serves through such means as:
• including profiles of the ministry community and the church in information packages
and courses for new members and in the church annual report.
5. Equip our church family to be intentional about developing relationships with seekers and
sharing their faith through such means as offering a course like Walk Across the Room.
6. Ensure Sunday worship services are seeker friendly and that feedback on Sunday worship
services is actively sought from newcomers, considered and implemented where feasible.
7. Develop and implement a systematic approach to welcoming and assimilating newcomers
into the church which includes:
• setting up a Welcome and Information Kiosk in the Welcome Centre
• creating a Newcomers Welcoming Committee
• cultivating an attitude and practise of ‘hospitality' among our church family (i.e. move
our church family from friendly to hospitable).
8. Create more welcoming surroundings for children in the church.
9. Explore and act on, where appropriate, opportunities to partner with Fredericton area
churches to more effectively witness for Christ.
10. Conduct a feasibility study for a seniors' apartment complex with the Atlantic Baptist
Senior Citizens group.
KRA #2. BUILDING AUTHENTIC COMMUNITY WITHIN THE CHURCH
Goal: Our church family understands, is equipped for and practices authentic biblical community24
within the church.
Target: By 2015, our church has attained or exceeded a score of 65 on the quality characteristic
of loving relationships as measured by the NCD surveys.
Strategies:
1. Help our church family to understand and practise the biblical principles of fellowship, the
importance of truth in love, and the biblical steps to conflict resolution by:
24
James White in his book Rethinking the Church describes an authentic community as one where people can love
and be loved, know and be known, serve and be served and celebrate and be celebrated. True fellowship takes
place when people are completely upheld, completely accepted and completely supported (Grand Rapids: Baker
Books, 1997, 2003), 129.
Page -25-
• offering courses in biblical community and conflict resolution, and
• acknowledging and affirming positive biblical community behaviours and practises.
2. Demonstrate the meaning and value of church membership by
• ensuring the church body understands:
1) the values, overall purpose and mission, vision, strategy and structure of the
church, and
2) the reasons for and benefits of membership
• actively encouraging membership.
KRA #3. MAKING MATURE CHRISTIANS
Goal: Our church family has the desire, knowledge and means to become fully devoted followers
of Christ and displays spiritual maturity.
Targets: By 2015:
1. Our church has attained or exceeded a score of 65 on the quality characteristics of
gift-based ministry, passionate spirituality, inspiring worship services, and holistic small
groups as measured by the NCD surveys.
2. Fifty percent (50%) of our church family have
• attended the Life Steps courses
• shared their faith with a non-believer.
3. Seventy-five percent (75%) of our Church family are involved in serving.25
4. The number of people in our Church family who are baptized, make formal professions of
faith, and tithe has increased year-over-year.
Strategies:
1. Enhance our Church family's knowledge and understanding of the characteristics of a
mature Christian.26
2. Ensure ministry activities/programs are available to help our Church family acquire the
characteristics of a mature Christian by:
• assessing the relevance and effectiveness of existing ministry activities aimed at
maturing Christians and based on the assessment:
1) keep, change or stop existing activities/programs,
2) identify new activities/programs to offer based on proven practise, and
3) seek appropriately gifted leaders to implement these activities
25
Serving in this context means volunteering or giving one's time and energy in service to other people e.g. visiting
those confined to home, hospital or a nursing home.
26
A mature Christian is one who is a fully devoted follower of Christ who demonstrates the following
characteristics: prays, shares his/her faith, knows and applies scripture to his/her life, serves, partakes of
communion, displays the fruit of the Spirit, gives financially, loves others and bears fruit.
Page -26-
•
•
implementing a mentoring program,27 andoffering age appropriate Life Steps courses in Sunday School or during the week to the
Church family, not just newcomers.
KRA #4. EQUIPPING THE CHURCH TO BE EFFECTIVE
Goal: Our Church is structured, organized, administered and resourced to effectively achieve to
its purpose and mission.
Targets:
1. By 2015, our Church has attained or exceeded a score of 65 on the quality characteristics
of empowering leadership and functional structures as measured by the NCD assessment.
2. By 2013, our Church has a governance model designed for effectiveness, relevance and
Church growth, and supporting bylaws.
Strategies:
1. Implement a governance model for the church designed for effectiveness, relevance and
church growth.
2. Modernize the church bylaws to support effective functioning of the church.
3. Review the church staff leadership needs and make recommendations as appropriate to
achieve the church's purpose, mission and vision.
4. Cultivate leadership skills within our church family and provide leadership opportunities.
5. Establish a Personnel Committee to address personnel related policies, procedures and
issues respecting church staff.
6. Make more effective use of the church website.
7. Review the church's financial administration policy, practices and procedures and adjust
as required to ensure they are efficient and effective and reflect best practice.
8. Equip the church for effective, continuous strategic planning by:
• establishing a Strategic Plan Implementation Steering Committee which reports to the
Executive of the Council to:
1) develop in consultation with existing Boards and Committees and others as
appropriate a plan to implement the Strategic Plan which identifies responsibility
centres, timelines and resource requirements for each strategy in the Plan, and
2) monitor and report progress in implementing the Strategic Plan, including barriers
to progress and any changes recommended to the Strategic Plan;
9. continuing with the NCD assessment tool and developing and implementing other tools as
required to collect baseline and other data needed for performance measurement.
27
A mentorship program in this context is one that fosters the spiritual development of individuals within the
Church family, regardless of age, by partnering a less mature Christian with a more mature Christian.
Page -27-
NEXT STEPS
Implementation
Having a strategic plan in writing is one thing; turning it into action is another. If GMBC agrees to
adopt the Strategic Plan recommended by the SPSC, the SPSC strongly recommends that the
Executive of the Church Council move quickly to establish the Strategic Plan Implementation
Steering Committee with the mandate outlined in Strategy 8. i. under KRA #4. Establishing this
Committee will ensure the necessary momentum to move forward with the Plan is maintained.
Ongoing Strategic Planning
In some ways, having a Strategic Plan for GMBC in writing is just the beginning. Apart from
committing to its implementation, the SPSC hopes that GMBC will embrace the importance of
strategic planning and put it into practice on an ongoing basis. The reasons for this are compelling:
•
•
•
•
Strategic planning makes a difference in a church's effectiveness. Survey results show that
85% of churches which have grown off the plateau have re-evaluated their programs and
priorities during the past five years, as compared to 59% of churches which have remained
on the plateau.
Strategic planning helps a church to understand who it is, where it is going, and how it will
get there.
Strategic planning is the key to long-term survival of the church, where ministry
circumstances are constantly changing. To survive, churches must change and adapt their
ministry methods, using strategic planning as their vehicle.
Finally, strategic planning addresses a number of concepts like a church's values, mission
and vision that require alignment.
Most importantly,
The plans of the diligent lead to profit as surely as haste leads to poverty. (Proverbs 21:5)
The wisdom of the prudent is to give thought to their ways. (Proverbs 14:8)
Page -28-
Advanced Strategic Planning Method
Dr. Aubrey Malphurs, The Malphurs Group
Page -29-
2006 Census Fredericton
Key Facts
Population - Fredericton CA is 85,688 an increase of 5.3% over 2001 census.
Age - The median age is 38.4 up from 36.6 in 2001; the median age is expected to increase in
future years.
Mobility - Population is benefiting from intraprovincial migration but overall is down 2,135 since
2001 from interprovincial migration.
Immigration - Fredericton has 6.9% (5,915) of New Brunswick’s immigrant population and 1,240
new immigrants since 2001.
Families – 73% of families are married couple families, 13% are common-law families and 14% are
lone-parent families; 43.5% of 20-24 year olds and 13.3% of 25-29 year olds live at home.
Languages – Mother Tongue: English only: 74,435; French only: 5,890; English and French: 340;
Other: 4,405.
Labour Market Activity – Employed labour force is 45,695 an increase of 7.6% over 2001; the
employment rate is 65%; and, the majority of Fredericton’s working population report a usual
place of work.
Education – of 25-64 year olds about 35% of possess a university degree, 21% possess a college
diploma and 10% have a trade certificate.
Income – The average family income in 2005 was almost $64,000 up 4.1% from 2000.
Households – 24.4% of households are one-person; the average number of persons per household
is 2.4; the median monthly payment for owner-occupied dwellings in $708 and $701 for rented
dwellings; 45.1% of renters and 11.7% of owners spend more than 30% of total income on shelter
costs.
Page -30-
Grace Memorial Baptist Church Foundational Statements (Existing)
Purpose Statement
To honour God by leading people into a growing relationship with Jesus Christ.
Mission Statement
Grace Memorial United Baptist Church is a Christ-centred fellowship of believers who seek to
glorify God by teaching God’s Word, by cultivating loving, caring relationships, and by sharing the
gospel with family, friends and neighbours in our community and around the world.
Vision Statement
We envision spirit-filled worship that glorifies God and leads to a bond of unity, love and praise
in an atmosphere that speaks to all ages.
We envision a fellowship founded in God’s love and characterized by an attitude of warmth and
friendliness, acceptance and understanding resulting in loving and caring relationships.
We envision discipleship that seeks to provide meaningful lifelong learning opportunities in God’s
Word, resulting in changed lives characterized by a desire to know God and to enter into a growing
relationship with Jesus Christ.
We envision ministry led by the Holy Spirit which enables our church family to use their God given
talents and resources resulting in a witness for Jesus Christ by word and deed.
Core Values of Grace Memorial Church
The following terms and descriptions describe the “heart” of Grace Memorial Church. They are our
core values, because they are at the centre, motivating us in everything we do.
Scriptures: We value the Word of God, because of its capacity to transform our lives. We believe
it is the highest source of written authority for God’s plan for His people, revealing how to live out
that plan, individually and corporately. We seek to keep our beliefs, practices and priorities
anchored in clear biblical teaching.
Prayer: We believe prayer makes a critical difference in all that we attempt and is foundational to
everything we do.
Integrity: At the heart of our faith we cherish a personal and growing relationship with Jesus
Christ. He is the defining example for holy living. We pursue integrity of life as exemplified by Him.
Community: We value authentic relationships that result in a loving community of mutually
supportive people. We appreciate the diversity that exists among us in age, gender, race,
personality, culture, and perspective. We believe life transformation and loving relationships occur
best through small groups.
Page -31-
Family: We have a high regard for the sanctity of the family as the foundational unit of society and
as the best starting point for spiritual nurture and training. We seek to strengthen families by
encouraging them to live by biblical values.
Disciple-making: We believe making disciples is our mandate from Christ. Therefore, we seek to
express our faith with a balance of head and heart, intellect and emotion.
People: People are important to us because people are important to God. Therefore, we
endeavour to identify as deeply as possible with people’s needs.
Relevance: We are called t keep serving the present age, and we believe relevance is significant
to reaching people. Grace Memorial respects and builds on its past without becoming its slave. We
seek to be relevant to the culture in which we live, while not surrendering our core values, beliefs
and behaviours either to tradition or culture.
Page -32-