Notes based on chapter 1 of Aubrey Malphurs' Advanced Strategic Planning - as used at LTCi, Siliguri

1. Preparing the Crew
Chapter 2
Advanced Strategic Planning

2. Preparing the Crew
Chapter 2
Assessing readiness
Advanced Strategic Planning
Steps 1-6

3. All good navigators prepare their boat before leaving the
harbour. Their maxim is “If you have it, it should work.”
In some way this is also asked of the crew - do they know
where they are going, what they are expected to do?
Within ASP it is vital to assess the readiness of the team
and church before starting the process.

4. Step 1: Secure the support of the
Empowered Leadership
Is the church ready to pursue
SP? This starts with the church’s
empowered leadership - do the
people who have power support
the process?
Governing board, pastor, staff,
matriarch, patriarch etc. need to
be in support.

5. Are the Board ready and open?
Malphurs has produced a Readiness
for Change Inventory which he
suggests a pastor should take in helping
him consider whether his board are
open and ready to beginning the SP
process: http://www.malphursgroup.com/
images/PDFs/ReadinessforChange.pdf
He also suggests that if a board is
resistant to change then you have to
take time - 3-5 years is his suggested
period - during this time you can
choose ways to educate them and help
things progress.

6. Readiness for Change Inventory
by Aubrey Malphurs, Ph.D.
Directions: Each item below is a
key element that will help you to
evaluate your church's readiness
for change.
Strive for objectivity-involve
others (including outsiders) in the
evaluation process. Circle the
number that most accurately rates
your church.

7. 1. Leadership. The pastor and the church board
(official leadership) are favorable toward and
directly responsible for change. Also, any
influential persons (unofficial leadership: the
church patriarch, a wealthy member, etc.) are for
change, score 5. If moderately so, score 3. Only
the secondary level of leadership (other staff,
Sunday school teachers, etc.) is for change while
unofficial leadership opposes it. Here it is less
likely to occur, score 1

8. 2. Vision. The pastor and the board have a single,
clear vision of a significant future that looks
different from the present. The pastor is able to
mobilize most relevant parties (other staff, boards,
and the congregation) for action, score 5. The
pastor but not the board envisions a different
direction for the church, score 3. The pastor and
board have not thought about a vision, and/or
they do not believe that it is important, score 1.

9. 3. Values. The church's philosophy of ministry
(its core values) includes a preference for
innovation and creativity. Though proven forms,
methods, and techniques are not discarded at a
whim, the church is more concerned with the
effectiveness of its ministries than adherence to
traditions, score 5. If moderately so, score 3. The
church's ministry forms and techniques have
changed little over the years while its ministry
effectiveness has diminished, score 1.

10. 4. Motivation. The pastor and the board have
a strong sense of urgency for change that is
shared by the congregation. The congregational
culture emphasizes the need for constant
improvement, score 3. The pastor and/or the
board (most of whom have been in their
positions for many years) along with the
congregation are bound by long standing
traditions that are change-resistant and
discourage risk-taking, score 1. If somewhere
between, score 2.

11. 5. Organizational Context. How does the
change effort affect the other programs in the
church (Christian education, worship,
missions, etc.)? If the individuals in charge are
all working together for improvement and
innovation, score 3. If some are, score 2. If
many are opposed to change and/or are in
conflict with one another over change, score 1

12. 6. Processes/Functions. Major changes in a
church almost always require redesigning
processes and functions in all the ministries of
the church such as Christian education, church
worship, etc. If most in charge of these areas are
open to change, score 3. If only some, score 2. If
they are turf protectors or put their areas of
ministry ahead of the
church as a whole, score 1

13. 7. Ministry Awareness. Does the leadership of
your church keep up with what is taking place in
the innovative evangelical churches in the
community and across America in terms of
ministry and outreach effectiveness? Does it
objectively compare what it is doing to that of
churches that are very similar to it? If the answer
is yes, score 3. If the answer is sometimes, score
2. If no, score 1

14. 8. Community Focus. Does the church know
and understand the people in the community-
their needs, hopes, aspirations? Does it stay in
direct contact with them? Does it regularly seek
to reach them? If the answer is yes, score 3. If
moderately so, score 2. If the church is not in
touch with its community and focuses primarily
on itself, score 1.

15. 9. Evaluation. Does the church regularly
evaluate its ministries? Does it evaluate its
ministries in light of its vision and goals? Are
these ministries regularly adjusted in response to
the evaluations? If all of this takes place, score 3.
If some takes place, score 2. If none, score 1

16. 10. Rewards. Change is easier if the leaders
and those involved in ministry are rewarded in
some way for taking risks and looking for new
solutions to their ministry problems. Also,
rewarding ministry teams is more effective than
rewarding solo performances. If this
characterizes your church, score 3. If some
times, score 2. If your church rewards the status
quo and only a maintenance mentality, score 1.

17. 11. Organizational Structure. The best
situation is a flexible church where change is
well received and takes place periodically, not
every day. If this is true of your church, score 3.
Some churches are very rigid in their structure
and either have changed very little in the last
five years or have experienced several futile
attempts at change to no avail, score 1. If
between, score 2

18. 12. Communication. Does your church have a
variety of means for two-way communication?
Do most understand and use it, and does it reach
all levels of the congregation? If this is true, score
3. If only moderately true, score 2. If
communication is poor, primarily one-way and
top-down, score 1

19. 13. Organizational Hierarchy. Is your church
decentralized (has few if any levels of leadership
between the congregation and the pastor or the
board)? If so, score 3. If there are people on staff
levels or boards/committees who come between
the congregation and the pastor or the board,
then more potential exists for them to block
essential change, score 1. If between, score 2.

20. 14. Prior Change. Churches will most readily
adapt to change if they have successfully
implemented major changes in the recent past,
score 3. If some change, score 2. If no one can
remember the last time the church changed or if
such efforts failed or left people angry and
resentful, score 1.

21. 15. Morale. Do the church staff and volunteers
enjoy the church and take responsibility for their
ministries? Do they trust the pastor and/or the
board? If so, score 3. If moderately so, score 2.
Do few people volunteer and are there signs of
low team spirit? Is there mistrust between
leaders and followers and between the various
ministries? If so, score 1.

22. 16. Innovation. The church tries new things.
People feel free to implement new ideas on a
consistent basis. People have the freedom to make
choices and solve problems regarding their
ministries. If this describes your church, score 3.
If this is somewhat true, score 2. If ministries are
ensnared in bureaucratic red tape and permission
from "on high" must be obtained before anything
happens, score 1

23. 17. Decision-Making. Does the church
leadership listen carefully to a wide variety of
suggestions from all the congregation? After it
has gathered the appropriate information, does
it make decisions quickly? If so, score 3. If
moderately so, score 2. Does the leadership
listen only to a select few and take forever to
make a decision? Is there lots of conflict during
the process, and after a decision is made, is there
confusion and turmoil? Then, score 1.

24. IF YOUR SCORE IS
47-57: The chances are good that you may implement
change, especially if your scores are high on items 1-3.
28-46: Change may take place but with varying
success. Chances increase the higher the score on
items 1-3. Note areas with low scores and focus on
improvement before attempting change on a large
scale.
17-27: Change will not likely take place. Note areas
with low scores and attempt to improve them… if
possible. Consider starting a new church and
implement your ideas in a more "change-friendly"
context.

25. Is the Pastor ready?
Does he see the need /
importance / benefits? Will he
help to convince others?
Is he aware of a need to change
- is he resistant to change? Is he
stuck in the old patterns? Is he
afraid of failure if he tries
something new such as a
failure of the process and that
the people will not follow?
Entering a new process or
stage is a frightening time for
many people.

26. Are the Staff ready?
This might be just the worship leader,
youth pastor - or many more staff in a
large church. These are the people
who are most likely to be involved in
implementing the process - they can
make things difficult by being
uncooperative. Many of the reasons
for resisting that applied to a pastor
apply here also.
This might lead (after time trying to
help them get on board with the idea)
of letting them go and find other jobs
- it will be best for the church!

27. Is the Matriarch / Patriarch ready?
Often found in small churches - a
person who has been in the
church for many years and has
great influence (power). It is
worth knowing that the average
small church pastor stays only 3-4
years. A person who has been
there a long time is often
respected and trusted. Such
people must be won over by the
pastor. They might, or might not,
be spiritual people!

28. Step 2: Recruit a Strategic Leadership
Team
A ministry is only as good as the
people who lead it. It is important
not to take the willing volunteers, the
faithful people, but the real ministry
leaders in the church. The leaders
will own the results - and put them
into action.
Most often God works through
people - they represent the church
and lead the process - in recruiting
this team you have to get their full
commitment.

29. Who will choose the team?
The senior “leaders” in a church should
do this.
Whom will they choose?
The SLT should be leaders in your
church - spiritual leaders who have
influence - not pew fillers. People like:
senior pastor, board members, staff, lay
leaders, office holders, small group
leaders, influencers, etc. Malphurs
suggests women should not be
forgotten in the process - even if they
are not allowed to “lead” in a church.

30. Why have these people on the
team?
- as leaders they generate
congregational trust
- they should be spiritually mature
and gifted
- a team shows it is not a one man
show or idea
- the team should know the
church and people well
- the team will probably outlast
the pastor at the church.

31. Why would these people want to
be on the team?
- they care about Christ’s church
and its future - same for local
church
- they care about their locality
- they believe church brings hope
- they want to make a difference
All of these desires would be
fulfilled by being involved in the
SLT
The number of members and
meeting dates were discussed in
section 1

32. Who leads the team?
Senior pastor - the obvious
and preferred choice - the
only hesitancy is over
whether he has the abilities
required. Malphurs suggests
that many pastors are not
leaders - in this case choose
another person with the
relevant gifting and
experience to lead the team.

33. What do you expect of the team?
- prayerfulness
- positive enthusiasm for the
process
- a team player but not a yes man!
- a consensus person in decision
making
- committed to attending meetings
for the whole process
- participate in all aspects of the
process
- able to keep a confidence

34. - use of gifts and talent to help in
the process
- help with implementation
- be prepared for each session
- proactively promote the work of
the SLT in the congregation
Before any commitment is made
meet with prospective SLT
members - explain what it is all
about, allow them to ask questions,
talk it through - Malphurs suggests
a covenant of commitment which
outlines the above expectations is
signed

35. Step 3: Improve communication with the
congregation
If you want to take over a country you
have to capture the media outlets - in
church you have to communicate too.
It builds trust - if they do not trust
you, you cannot lead them -
communicate as much as possible as
often as possible.
Do it through the senior pastor - if at
all possible - if not use another senior,
gifted communicator

36. How will you communicate
Informal is very good - casual
chatting, openly speaking about
the process - SLT need to spread
the message within their sphere of
influence
Formal - One way through
newsletters, videos, skits,
announcements etc.
Two way through opportunities to
speak and get feedback, questions
etc. - but be ready for some
feedback from people who might
not be happy!

37. Communicating well - a few
simple questions:
- who needs to know
- what do they need to know
- who will tell them
- how will we tell them
- when and where should we tell
them
Malphurs also suggests a proper
grievance process - recognise we
should not complain (Phil 2:14,
Eph 4:2) but someone people still
do! Base the process on Matt
5:23-24, 18:15-19 - then do it.

38. Step 4: Assess the church’s readiness for
change
Malphurs observes that as change is
affecting the world at a rapid rate
today his reason for writing the book
was to help the church face the effects
of this and function best during such
times of change. In this step he
suggests ways the church can asses
their readiness for change to take
place. He suggests 2 Cor 3:18 shows an
internal change taking place in the
believer that is then seen in outward
changes in church life and ministry,
and prevents us falling into ruts.

39. It has ben said:
From the start of recorded history to
1900 knowledge doubled
From 1900 to 1950 it doubled again
From 1975 onwards it doubled every
five years
Currently it is said to double every
two years
Change is happening - and we
need to ensure we are ready and
equipped to face it. Not liking, not
wanting, change will not stop it
happening. Ask: will continuing
to do what you are doing create a
better future?

40. Take the readiness for change inventory
We saw this earlier - now he
suggests every member of
the SLT take the inventory.
Consider each persons
results as well as the group
as a whole.
What should you do if you
do not score well? Will you
recommit or stay the same?

41. Discuss the results of the church ministry
analysis
This will be taken in step 5.
An online version is available
here: http://
www.malphursgroup.com/images/
PDFs/MinistryAnalysis.pdf
This asks all sorts of questions
regarding the church’s readiness
to change. Out of this you will
discover if the church needs
tweak change or deep change.

42. Discuss the results of the church ministry
analysis
Often churches needing deep
change will not face up to it.
Look at how people responded to
the result of the analysis: denial,
anger, questioning the tool, admit
the struggle, accept the problems
and have a concern to rebuild and
move on etc?

43. Ask probing questions
Such questions plant seeds of doubt
that can lead to change. Ask questions
that: Force people to think, make them
face issues they might prefer to avoid,
that catalyse and challenge thinking
The Bible uses questions - God asked
Adam about eating the fruit of the
tree, Jesus in Matt 22: 41-46 used
them.
“Why” is a great question - e.g. Why
do you think you will get different
results by doing the same thing over
and over?

44. Address people’s emotions
Feelings have to be addressed
as well as minds. Malphurs
suggests Gal 5:22-23 are
essentially emotions (?) and
that Nehemiah wept about
Jerusalem.
Emotions often make a
powerful and lasting
impression which is hard to
break down.
You need to think about how
best to tap into emotions in
your situation.

45. Embrace a theology of change
Transformation is at the heart of
biblical change - 2 Cor 3:18, Rom
12:2 - through transformation we
become more Christlike, Gal 4:19,
and show the fruit of HSp.
Every Christian should be being
transformed.
Church’s etc. Have to decide if
nothing or everything should
change - opinions will vary as to
which. We need a theology of
change to help us through this.

47. Function

48. Function

49. Function
What is the
church here for?

50. Function
What is the
church here for?
Worship, evangelism, prayer,
fellowship...

51. Function
What is the
church here for?
Worship, evangelism, prayer,
fellowship...
Decide what is timeless and
should not be changed - the
timeless, core ingredients of
ministry.

52. Form
The form of things simply serves
the function - a vehicle to get us
there, they reflect the culture of the
church.
Forms will be affected by the
culture of the day. At all times
these must serve the greater
function of the church.
Freedom
Decide what is open for change -
structure, policy, procedure etc.?
Values, mission, vision will
[possibly] never change.

53. Form
Do you
The form of things simply serves
question the
the function - a vehicle to get us
there, they reflect the culture of the
validity of
church.
Forms will be affected by the
something in
culture of the day. At all times
church because
these must serve the greater
function of the church.
it was not done
Freedom
Decide what is open for change -
while you were
structure, policy, procedure etc.?
Values, mission, vision will
growing up?
[possibly] never change.

54. Step 5: conduct a church ministry analysis
This is about assessing the reality
of the situation (not about what
might be). Malphurs suggests
using his own one - freely
downloadable - and says the SLT
should take it.
http://www.malphursgroup.com/images/PDFs/
MinistryAnalysis.pdf

55. Why the analysis is important
It asks the basics - how are we
doing and what kind of church are
we?
It removes the possibility of hiding
from reality and makes people face
up to issues.
Malphurs suggests Nehemiah did
this in 2:11-17, and Paul in Acts
15:36, to see how they are doing?
It prompts “what could be?” -
identifying weaknesses can lead to
correction which leads to greater
effectiveness of vision in the future.

56. It produces the iceberg effect -
the analysis blows away any fog
allowing the church to see
icebergs, they then can see if they
can readjust to avoid them.
It surfaces complacency - do you
say, “well we aren’t losing
people” or “Most churches are
struggling” - but does not let
them off the hook.
Biblically leaders addressed this
by creating a sense of urgency -
Neh 2:17-18, Isa 55:6, Hos 10:12,
Matt 28:18-20, 2 Cor 5:14-6:2

57. It prompts change - people see the
iceberg and change course -
Malphurs uses the analysis to
estimate how much longer the
church has to live - this produces a
response of wanting change.
Having said that there is a need for
objectivity - do not distort things
to produce an effect - be open and
honest but do not mislead people.
Malphurs says correlating the
results here is a long (2 days)
process, and other surveys are
available online.

58. Step 6: set reasonable time expectations
for the planning process
SP provides a process that will be
change and new direction to your
church - but this does not happen
overnight, it will take time, and
you have to ask will the
congregation be ready for it?
Change will be a constant part of
the process, even from the early
stages. If the church is in decline
the process will take longer.

59. Malphurs suggests the change
process will take 3-10 years -
though healthy churches will
always have some change going on.
This will be a problem for some
churches - and he tells of a church
that had only one year left, and
died in the process.
The best response to the time factor
is patience - will people hang in
when the excitement is gone, when
it is not feeling new and fresh and
when people come and attack us?

60. Often church people take
their cue from the pastor -
is he willing to stick with it
for the longer term?
The final step of preparing
is laying a spiritual
foundation - something so
important Malphurs gives
a whole chapter to it in his
book.