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Mission Action Planning
Toolkit
2
1a Mission Action Plan1b Timeframe 1c Communication1d Prayer and worship
2a Parish Dataview report2b Eight common factors of growing churches2c SWOT analysis2d Community audit2e Explore the make up of your area2f Deanery Dataview report
3a What are our values? What is our vision?3b A reflection on values
4a What will you do? Stop, start, continue
Help and Support with Mission Action Planning
5a GROW model5b Implementation action plan
6a The Wagon6b Building resilience
7a Suggested PCC Away-day timetable to review the MAP journey
8a The change formula 8b The change transition cycle
Stage 1 Introduction: Getting Going
Stage 2 Review, Listen and Learn
Stage 3 Establish Vision and Values
Stage 4 Choose Priorities
The Journey
Stage 5 Plan and Resource
Stage 6 Do and Keep Going
Stage 7 Review and Re-prioritise
8 Other resources
Mission Action Planning Toolkit
3
The Journey
This Guide provides a route map for a parish or Team, and its leadership in developing a Plan and more importantly seeing it through successfully. In many cases parishes are already doing this in some way or other. We all have much to learn from each other, and hopefully also to rejoice with each other in what God is doing.
We have broken the process down into seven stages which take you from an introduction through the four main phases to a further review stage.
In very simple terms the first two phases, working together to review the context, setting vision and values and identifying priorities, are likely to take about four months (or longer for some parishes - and it is worth taking time to do it well).You should normally think in terms of two or more years for the planning and doing phases – implementing what was agreed – though some tasks will be completed sooner.
Inevitably things do change so it is also important to review and be flexible when needed. If this is what God wants us to be doing, this will be an exciting project and a good project for the church(es) to engage with and work on.
Steps On The Journey
Choose Priorities
Plan and Resource
Do and Keep Going
Review and Reprioritise
Review, Listen and Learn
Getting Started
Establish Vision and ValuesThe Mission Action Planning
process
D
O REVIEW
PLAN PRIORIT
IsE
4
The Journey
Help and Support with Mission Action Planning
Help is available from officers at Church House who are there to support you through the process of developing and working through your Mission Action Plan. Your Archdeacon can also offer a fresh perspective and will offer advice and support.
To download extra copies of any of the MAP resources, please visit www.manchester.anglican.org/map
Please contact the following if you need help:
Parish MAP
For general questions about the Mission Action Planning process at parish level:Stephen Tranter0161 828 [email protected]
For a copy of your Parish DataView report:Richard O’Connell0161 828 [email protected]
For further advice:Contact your Area Dean
Submit your completed parish Mission Action Plan: [email protected]
Deanery MAP
For general questions about the Mission Action Planning process at deanery level:Stephen Tranter0161 828 [email protected]
Peter Reiss0161 828 [email protected]
For a copy of your Deanery DataView report:Richard O’Connell0161 828 [email protected]
For further advice:Contact your Archdeacon
Submit your completed deanery Mission Action Plan: [email protected]
5
Introduction:Getting Going
1
6
Part One Questions of Identity, Vision, Purpose and Values
Who are we?(Identity)Toolkit Stages 2-3
How do we define ourselves as a local church?
What are we here for?(Vision and purpose)Toolkit Stages 2-3
What do we believe we exist for and when we gather we make evident?
What are our core values?(Values)Toolkit Stage 3
What are the values which define us and which we would say are non-negotiable?
Key priorities in our planning Stage 4
Growing churches Serving the Community Nurturing Other
1. Younger2. Spiritually3. Numerically
1. Pastoral2. Prophetic3. Partnered
1. Sustainable finances2. Future vocations3. Sustainable buildings
1.
2.
3.
Is this plan in accordance with the Deanery Plan? Comment (Reviewer)
1a - The Mission Action Plan
Church or Parish Date of approval by PCC
Notes
It is helpful to be able to summarise the vision, values and priorities on a single sheet of paper.The suggested bullet-points for the key diocesan priority areas are suggestions which may or may not be relevant.
In general churches should be looking to grow younger, spiritually and also numerically.
There should be – generally – activities which are pastorally supportive of the needy in the community, which speak and / or act against what is wrong and work we share with others.
It is difficult for churches to flourish if they are not attentive to their finances, looking to nurture vocations of all kinds and keeping the building(s) in good order.
In that sense these nine elements might all be considered priorities but in each case some will stand out as the key priority for the coming year(s).
The parish will need a more detailed plan in which each priority has its own implementation plan with the What, the How, the Who and the When spelled out. Some call this “chunking”, breaking it down into do-able sections. It is good though to have the overall priorities laid out on a single sheet and in a way which all can see and make sense of.
Please therefore work with this template but adapt it and develop it as it needs to be for your situation.
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How do I plan to plan?
Very roughly you should expect to set aside quite a bit of time for four months (or so) as you:
• Introduce MAP• Do the initial review of your
church and context• Establish your vision and values• Set your key priorities.
The key priorities you set are likely to remain priorities for two to three years, though some may be more short-term in their implementation, especially if they are already begun.
The PCC should review progress at each meeting (or at least quarterly), and the Annual Meeting should receive an update.
It is helpful to have an Away-day to gather the reflections on the parish context and the church data. Being in a different venue can help discussion and give the meeting a different feel.
However this can also be done in the context of a Sunday service or straight after a shorter service if that feels more suitable. Key is creating a venue and feel for the event which will stimulate contributions and engender discussions. It may also be helpful to consider asking for an outside facilitator for the Away-day, and staff at Church House are available to help facilitate these events.
1b - Timeframe
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TIMEFRAME WHAT? PURPOSE NOTES
Small meeting Introduce / discuss MAP with wardens / Ministry Team
Identify likely date for Away-day or larger meeting
3 to 4 weeks later PCC Meeting
Introduce to PCC and outline what MAP is
Agree small team to act as steering group
Make sure 30 minutes is given on agenda and ideally send out the
MAP PCC leaflet in advance
Steering GroupWork needed to get parish data and church data in preparation for Away-day or larger meeting
Steering group lead on this work
6 weeks after PCC Away-day or Larger Meeting
To explore context (and initial work on vision and values)
This can be two separate events but can work well as an Away-day
After Away-day PCC meeting To agree vision and values
Steering Group Initial work done to sift for priorities and implications Steering group lead on this work
PCC meeting
To agree priorities or at least to agree direction of travel so priorities can be signed off at next meeting
Steering Group
Getting Going
The suggested outline programme gives an idea of how you might develop a MAP for your church or churches. September or January are good times to have the first PCC meeting.
If the initial meeting can be as soon as possible, the date for the Away-day can be agreed further ahead which is always helpful (see TOOL 7A).
1b - Timeframe
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1. Imagine that the church has some important news to share with the congregation.
How would you let people know, and how would you be pretty sure people had got the news.
Would you use email – would you use Facebook – would you rely on a notice sheet on Sunday morning – would you give the message out during the service – would you do all or other things as well?
Discuss this in small groups and then combine your ideas? On reflection do you think this would be effective?
2. Now imagine that there is some information to pass on every couple of months or so, sometimes more of an update, sometimes more important. How would you put in place a method of communicating that would have the best chance of working, and who would take responsibility for it?
Think particularly about the people who are not very regular or committed – would they want to know, like to know or feel they were being bombarded with stuff?
What about the older members who can’t get to church much now?
What about telling the children?
3. If the church is to develop a Mission Plan, not everyone will be on the steering group. How do you decide and how do you keep other key people appropriately involved and informed?
You may have an Ordained Local Minister and / or Readers or Authorised Lay Ministers.What about wardens and treasurer and other PCC members? Who else?
Maybe some who have been key PCC members in the past but are no longer on the PCC. How to include them?
Sometimes it is helpful to draw a communication chart showing arrows, thicker or thinner depending on how connected people or roles are. It can highlight some awkward gaps.
1c - Communication
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Sense of Anxiety
What are we anxious about in our church?
What are the “dragons”?
Where do we feel we are fading, weak or lacking?
How do we feel about potential change?
Sense of Urgency
Is there a problem?
If so, what are the problems?
How do we feel about a time-frame for change?
Sense of Opportunity
What would we like to be?
What is good that could be better?
What would we like to be doing and achieving?
What opportunities for growth do we see?
Questions to get us thinking
1c - Communication
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Stories to inspire
Tell stories that inspire and open up possibility
Find stories from neighbouring parishes where Mission Action Planning is already underway. Invite someone in to talk to the PCC or the steering group.
Tell stories from other sources that may resonate. Here are some. Do people associate with these and if so with what?
1. From Exodus. Moses took the people from Egypt and they were in the wilderness. People went to spy out the “Promised Land” but some came back reporting giants and that it was too dangerous (anxieties and fear). Two came back speaking about the land flowing with milk and honey (opportunity). Fear ultimately ruled and the people spent 40 years in a not very comfortable place until the next generation took the risk.
2. From a “Change” book called ‘Our Iceberg is melting’ by John Kotter. Some penguins realise their iceberg is slowly melting. They need to do something, but many don’t think it is a problem, at least not now. ‘No need to do something now’ is one response, ‘won’t make any difference’ is another. The penguins then suspect there is not just melt from the outside but a large crack on the inside which could split at any point. But how to make a decision, how to get others to make a group decision.
3. From ‘Watership Down’ A community of rabbits must respond to their warren being destroyed. They go on a journey to find a new home, a journey of unknowns, risks and adventures. It takes the different strengths and gifts of many to help them survive and then thrive. There is a place and need for the various gifts. No-one wanted to leave but they had to respond to the challenge, and ultimately they find a new and better place.
4. From Nehemiah. Nehemiah has a vision to rebuild the walls of Jerusalem. He has to encourage the dis-spirited to get involved; he has to cope with difficulties, obstacles and enemies. He finds other problems emerge. He has to keep people going when they might lose heart. He is able to get the people “up for it” and keep them inspired and involved.
5. From the gospels. Jesus calls disciples from their jobs as fishermen or tax-collectors to follow him. They are given the Holy Spirit and “sent”.
Send us out in the power of your Spirit, to live and work for your Kingdom.
1c - Communication
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Diocese of Manchester Mission Action Prayer
In two sections, for the beginning and end of planning meetings.
As we listen and learn, choose and plan, let us bow before the Father, whose heart we seek to share:
We pray that, according to the riches of his glory, we may be strengthened in our inner being with power through his Spirit, and that Christ may dwell in our hearts through faith, as we are being rooted and grounded in love. For we are what he has made us, created in Christ Jesus for good works, which God has prepared beforehand to be our way of life. Amen.
May our thinking and our planning and our commitment bring glory to God
We are what he has made us, created in Christ Jesus for good works, which God has prepared beforehand to be our way of life. Now to him who by the power at work within us is able to accomplish through us abundantly far more than all we can ask or imagine, to him be glory in the church and in Christ Jesus to all generations, forever and ever. Amen.
Based on Ephesians 2:10 and 3: 14-21
Worship Resources
For services, meetings and Away-days, you may also find the following resources useful:
New Patterns for Worship, sections F Prayers and G Praise downloadable from http://tinyurl.com/na9k43k
F44, 45, 65 Church and Mission (responsive mission-based intercessions)
G40, 41, 42 (responsive mission-based thanksgiving and praise)
A Diocese of Derby MAP prayer and worship resources downloadable from http://tinyurl.com/nbvhrxc
PrayerWorship_4.pdf (Includes prayers and worship ideas from several C of E dioceses)
1d - Prayer and Worship
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Review, Listen and Learn
2
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Deanery DemoParish B00000 Demo Town, St ExampleBenefice 24/100A Demo & Mockup Team Ministry Archdeaconry Bolton
Post Time in PostTeam Rector (STI) 11 months
Team Vicar (STI) 2 years, 3 months
NameThe Revd Canon Dr A Cleric The Revd G Minister
The Revd V Curate Curate (OLM) 10 years, 4 months
Name Post Time in PostMrs M Palin Churchwarden 6 monthsMs P Campbell Churchwarden 1 year, 5 monthsMr E Bennett PCC Secretary 6 years, 4 monthsMrs J Hurt Treasurer 7 years, 7 monthsMs G Bennett Child Protection Co-ordinator 3 years, 1 monthMrs P Thomas Child Protection Co-ordinator 1 year, 3 monthsMrs M Done Gift Aid Secretary - Diocesan Scheme 11 months
congregation attend at least of 24 childrenonce a month
50 At the 2014 APCMthe electoral rollof the parish waschildren attended each week in
October 2014, which is
2.1 times 13244.1% of the average weekly the diocesan average
Attendance Data People & Posts
Adults Children Electoral Roll
Regular Adult (16+) Average Weekly Attendance - 2008 to 2014The BENEFICE contains 3 parishes and has the following 3 clergy posts:
Worshipping Community Age Profile (2013)
0.234042553
October 2014 Attendance in detail
57
857172
889390
2014201320122011201020092008
Regular Irregular
23% 4% 32% 40%
0-10 11-17 18-69 70+
People Mission Finances Buildings
Each PCC can access their Parish DataView report which shows the following profi le information for the parish:
1
2
Request a copy by emailing: fi [email protected]
Please see a copy of what this may look like below:
Finances Mission
People Buildings4
3
2a - Parish DataView report
15
Parish B00000 Deanery DemoBenefice 24/100A
Demo Town, St ExampleDemo & Mockup Team Ministry Archdeaconry Bolton
infants children (1-4) children (5-12) youth & adults
The Index of Multiple Deprivation is a qualitative study of deprived areas in English local councils. The index comprises metrics covering seven aspects of deprivation: (1) Income; (2) Employment; (3) Health & Disability; (4)
Education Skills & Training; (5) Barriers to Housing & Services; (6) Crime; (7) Living Environment
The parish is ranked 204 of 259 across the diocese (1 = most deprived)
IMD Ranking (2010)
The 2013 population of the parish was The parish is within the 30-40% decile of all parishes ranked by IMD6,607
The median parish in the diocese, by IMD, is in the 10-20% decilewhich is the 146th largest parish population in the diocese.
The parish population is a little smaller than average, being0.92 times the median population of 7,192
360 people attended worship on Christmas Eve or Christmas Day 2014
Parish Popuation
220 people from the congregation and local community attended a special service during advent Number of deceased for whom a funeral was held in church 9
1,427 people attended an advent service organised specifically for a school or civic organisationNumber of deceased for whom a funeral was held at a
crematorium or cemetery 1
attended worship
Easter, Advent and Christmas - 20142 couples were married in church
116 people attended worship on Easter Eve or Easter Day 2014
On a 'usual' week in 2014 across the parish Across the parish, the following number of baptisms were celebrated:
130 adults (16+) and 50 children and young people 17 9 3 3
Usual Attendance - 2014 Baptisms, Marriages and Funerals - 2014
People Mission Finances Buildings
Deanery DemoParish B00000 Benefice 24/100A
Demo Town, St ExampleDemo & Mockup Team Ministry Archdeaconry Bolton
2014 Parish FinancesUnrestricted Restricted Total
IncomeTax efficient planned giving 15,666 - 15,666Other planned giving 4,038 - 4,038All other giving 26,342 - 26,342Tax recovered through Gift Aid 5,996 - 5,996Legacies - - -Grants 5,732 - 5,732
Fundraising 6,409 - 6,409Dividends, interest, property 695 67 762PCC Fees 4,311 - 4,311
Year Assessment Paid Outstanding Other income 10,302 - 10,3022011 50,160 17,616 32,544 79,491 67 79,5582012 51,282 20,997 30,285 Expenditure2013 49,780 19,809 29,971 Share paid to diocese 25,996 - 25,9962014 45,280 30,280 15,000 Salaries & honoraria - - -2015 40,752 12,860 at 30/09/2015 Clergy & staff expenses 2,084 - 2,084
Mission & Evangelism 493 - 493Running costs (excl utilities) 9,001 - 9,001Utilities 3,564 - 3,564
CashInvestments Major repairs to church building 30,754 - 30,754Total Major repairs to other buildings - - -
New building work - - -
£6.03 £5.18 Other outgoings 2,675 - 2,675£8.61 Deanery £5.58 74,567 - 74,567£10.28 Diocese £4.93
Surplus 4,924 67 4,991
of 2014 unrestricted expenditure of unrestricted inc
13,243 5,267 18,51047,374 7,516 54,890
Unrestricted reserves equal Share request is7.62 months 57.0%
Reserves Unrestricted Restricted Total34,131 2,249 36,380
Reserves & Key Performance Indicators
Parish Share - 2011 to 2015Trend
The parish has paid in full
0 times in the past 4 years
The total paid is increasing
People Mission Finances Buildings
Avg giving per adult per week isGift Aided | Other
£0£2,000£4,000£6,000£8,000
£10,000£12,000
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Late
Parish Share Receipts - 2014
Enc Scheme Gift Aid Payments 2013
Avg giving per adult per week isGift Aided | Other
2a - Parish DataView report
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Parish B00000 Benefice 24/100A
Demo Town, St ExampleDemo & Mockup, St Example
Deanery Demo Archdeaconry Bolton
Date of QIOverall
ConditionCost of Repairs
Listing Last QIChurch
Demo Town, St Example No data No data No data II* 2014
ParishDataView is a new report to group together many of the parish-levelstatistics that are sent to the Diocese of Manchester by parishes
or by the National Church Institutions (or via other sources such as the ONS)
Over time we will add to the metrics included, particularly with regard tobuildings, as new data are collected.
If you have any comments on the report, or want to request additionalmetrics that could be included, please contact:
or call 0161 828 1422. All feedback is very gratefully received!
Quinquennial Inspections
What is this report?
People Mission Finances BuildingsPeople Mission Finances Buildings
2a - Parish DataView report
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There is no single recipe for growth, but there are common factors.
It’s important to think and talk about the steps your church could take to encourage growth.
Use the national church website materials to help you do this which are available at: www.fromevidencetoaction.org.ukWe recommend working through a workbook available at http://tinyurl.com/pdh3yytahead which is always helpful (see TOOL 7A).
...be willing to self-reflect, change and adapt according to its context
...have lay people as well as ordained clergy active in leadership and other roles
...actively engage children and young people
...be welcoming and build on-going relationships with people
...nurture disciples (encouraging people to explore and deepen their faith and live it out in their daily lives)
...have clergy and lay leaders who innovate, envision and motivate people
...understand its context, actively engage with it and with those who might not currently go to church
...have a clear mission and purpose and clergy and congregations who are intentional about growth
2b - Eight common factors of growing churches
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SO
WT
HELPFUL (FOR YOUR OBJECTIVE)
STRENGTHS
OPPORTUNITIES
WEAKNESSES
THREATS
INTE
RN
AL
( WIT
HIN
OR
GAN
ISAT
ION
)EX
TER
NAL
(O
UTS
IDE
OR
GAN
ISAT
ION
)
HARMFUL (FOR YOUR OBJECTIVE)
SWOT
Strength, Weaknesses, Opportunities and Threats
SWOT is a simple and well-known tool that can be useful to make an assessment of the state of our church at a point in time. Think through the four headings.
To assess strengths and weaknesses we recommend consulting with stakeholders.
Choose a mixture of people, both from the congregation, lay people, volunteers, clergy, and representatives from the business world. You may wish to invite them via email / letter / verbally.
Make the consultation interesting and exciting; they are going to be part of the change.
Issues and Questions
• Weakness and failure can be turned into positives!
• Encourage a positive attitudes to failure – “fail well”. “Fail forward”
• There is a weakness and vulnerability that is appropriate – 2 Cor 12:9 “My grace is sufficient for you, for my power is made perfect in weakness.” Therefore I will boast all the more gladly about my weaknesses, so that Christ’s power may rest on me.”
• This and many similar tools generate lists! It must be followed up with action or people will be discouraged.
• People may respond with rose-tinted spectacles e.g. most churches say that they are very welcoming, but would a newcomer say the same?
2c - SWOT Analysis
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It can be useful to consider the following questions as part of the SWOT session with your PCC. The Parish DataView report and the Spotlight report can provide useful background information to inform this stage.
Some topics to consider as part of the SWOT review include:
Demography• What is the demographic of the community?• What is the demography of
the church/parish?• What are the demographic trends?
Community• What are the social and pastoral
needs of the local community?• How is the church involved in the
life of the community and what other opportunities are there?
• What contact points already exist between the church and community?
Church partnerships• Geographical (within the deanery?)• Ecumenical• Thematic• School
Geography• Describe the geography of the parish. • Does the geography work well
for mission where you are? • What are the significant features?• Any distinctive problems, opportunities,
issues arising from geography?
Building• Use• Suitability• Maintenance • Sustainability
Finances• Insurance• Parochial expenses• Share
Assessing where you are• Mission Values (5 marks of mission)• SWOT• Healthy Church• Balance of affirmation challenge
Ideas for activities • If you have a large space, a hall for
example, you might use the whole floor as the chart and mark it with tape, rope or something similar. Then when exploring different headings – people in the group go and stand where they think they should score something. For example, if someone thinks ‘teaching’ is a strength, they should stand in that corner. Discuss where people are standing, and take photos!
• There is a danger of encouraging negativity, but honesty is important.
Remember to ask young people and children but you may need to rephrase the four sections or only do it in part, e.g. “What do you like best (or least) about church?”
2d. Community Audit
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This is an exercise which works well especially when two or more churches are coming together to work more closely.
How well do you know the parishes? Probably better than you think, if you can pool all your knowledge.
You will need
• A large scale map of your area, preferably with the parish boundaries marked on it – You can ask Alison Peacock for such a map, email: [email protected]
• Either a box of multi-coloured pins or a set of multi-coloured little stickers (round dots are best)
• Flipchart or large sheets of paper and pens (several colours)
• A table with space around it for people to gather
• About 90 minutes• (Electoral Roll for parish(es))
Outline of exercise
The object of this exercise is to pool knowledge, gather questions, and clarify what may well be done better together or shared. It works well as an exercise for the PCC or for PCCs together at the start of a Mission Partnership process.
2e - Explore the make up of your area
Suggested Process
Put pins or stickers on the map to show where congregation members live, where the main meeting points are, shops, schools, etc. If relevant, bus routes can be drawn on to the map. Participants will contribute what they think is significant about the area. Flip-charts can be used to record shared concerns, areas of real need, potential opportunities and any process questions.
If the exercise is being done by people from different churches make sure they have had a chance to introduce themselves and all are comfortable with the exercise.
One way to get started is to ask everyone present to put a pin or dot on the map for where they live – use different colours for the different churches. Make sure the church buildings are marked and visible.
Use dots, pins or highlighters to build up a fuller picture of the area. Encourage people to talk about the gathering of people and significant places. Think about where the community centres are, post office, etc. It is not just about putting schools on the map – they will be there already! – but considering the catchment areas, and thinking about current church involvement. Which schools come to the churches, which have church people taking assemblies, which have teachers or staff who are church members, etc?
21
Shared schools work
Shared Promotion of Festival events
Shared work with residential
care homes
Remembrance witness
at War Memorial
Park-tidying / town-centre
litter-pick
Shared Lent Courses and /
or confirmation classes
Shared Drama / Pantomime
Shared support for Food-banks /
other charitable projects in area
Shared Kids’ Club Shared Youth Event Street angels / Street Pastors
Community Choir or music event
If you have the electoral rolls and they are not too large you can put pins or dots for each person. If they are larger you may want to map only those who are active in the churches. Does the map show much cross-over already?
It is helpful to consider the ecumenical picture – mark the other churches in the area and – if people don’t know – say what some of their key characteristics or projects are.
When the map has been populated with what the group(s) think is significant, ask whether there is anything that strikes them about what they have identified. It may be opportunities or it may be gaps. It may be that one church seems to have a rather different relationship with its schools or community centre.
2e - Explore the make up of your area
Use the Flip-chart paper to record key details. Consider having four sheets where people can contribute:
• Key strengths in your existing mission• Gaps highlighted by the map• Potential opportunities which
could be considered• Other thoughts and things to remember
(a catch-all which honours comments which may not fit the main pattern!).
It can be helpful to have a list of potential shared mission ideas. The facilitator can suggest options – here are some suggestions.
22
Hopefully the flip-chart comments will guide this – acknowledge what is done well and note what gaps have been mentioned. It is not for the group to make decisions (probably) but it may well be helpful to let the conversation develop about what might be done together, how they feel about the potential opportunities which have been identified.
Make sure the event ends with a clear sense of what will be taken back to PCC meetings or leadership groups.
Thank all for coming and make sure a report back is given in each church. The map with the pins and the comments can be exhibited in the different churches over the coming Sundays to encourage further comments and thoughts.
2e - Explore the make up of your area
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2f - Deanery DataView report
Excl Readers and ALMS
Inc Readers and ALMs
Each deanery can access a Deanery DataView report which provides important background information on individual parishes including current deployment patterns, Statistics for Mission, Return of Parish Finance, geographical maps of buildings, information on building location and condition.
Request a copy by emailing: [email protected]
Please see a copy of what this may look like below:
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2f - Deanery DataView report
25
Establish Vision and Values
3
26
What is important / valuable to us? What are our values?
Suggested activity – take the list of values / words below and place them singly around a room on separate sheets – by all means add others, change or remove some to make this exercise fit your context.
Give people five sticky dots and ask people to put their dots on those they would prioritise.
See which are most popular. Do people broadly agree these are the most important or is there disagreement?
This will help show what the group’s collective values are i.e. what the majority values. This can then form a discussion around how we maintain our values while experiencing change.
Openness Innovative
Inclusive Radical
Biblical preaching Contemplative
Open to the Spirit Creativity
Holy A place of safety
Spontaneity Experimentation
Mission-focused Formality
Good music Traditional
Generous Child-orientated
Family Orthodox
Concerned for Justice Concerned for Truth
Biblical Excellence
Contemporary Discussion
Artistic Offering Healing
Christ-likeness A place for Stillness
Community Vibrant worship
Welcoming the outsider Order and Reverence
Loving Trinitarian
Humour Where Jesus is Lord
3a - What are our values? What is our vision?
27
Once a shorter list has been broadly agreed, it can be helpful to think together how the church (and its members) express these values? How would others notice them?
Ask • Does our budgeting and our
spending reflect this value?• Does our worship and prayer
reflect this value?• What do we do to live out this value?
Vision
A vision statement should excite and energise. We should be proud of it and we should all know it and be signed up to it.
A mission statement is a close cousin, but tends to be about what we want to be doing, whereas a vision statement is about what we want to be or become. Once agreed neither should be changed for a few years unless there is real reason because of changed circumstances. This is what we want to live with and work to for the next several years, not a motto for the coming year.
How might you develop a vision statement (or a mission statement) together?
It goes without saying (but it needs saying!) – this should be done in the context of prayer and worship. It should also be a shared process, and the process may well
prove as important as the end result.
You can start with a blank sheet and ask people to draw up their own, share them and discuss which they prefer.
You can look at vision statements from other churches and discuss their merits.
In either case you can then tweak and change to suit your context.
There are a number of “structures” which some churches use to help shape a mission statement. Probably the simplest and best known is “in, out, up” or “inward, outward, upward” where “in” is how we are together, “out” is our mission and connecting to our community and “up” is our growing closer to God.
“Growing in love, care and holiness”“To know God and make God known”
A vision statement will probably have the three components implicit but in the context of how it will be.
“Abundant life – living in the love of God”
Whatever you come up with it needs to be open, shared and agreed (though you do not want to fall out over tiny details). It should then be celebrated, and along with the values should inform and shape your priorities.
3a - What are our values? What is our vision?
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Real Values
Jesus said “You cannot serve God and Mammon”
Worship (worth-ship) is about what we give “worth” to.
In the early Church, pagans commented “See how the Christians love one-another”: They saw the quality of shared love.
Values are evident in how we live, and in what we prioritise. Although we often want to uphold Christian values, we do not always live them out.
We may say we are welcoming, but it can mean welcoming only to certain people or on certain terms.
We may have Fair-trade tea and coffee but do we think about the rest of our shopping basket and where it came from and who made it?
Real values shape us even in crises; claimed values are shown up in crises for what is even more important!
What would outsiders see as our core values?
3b - A reflection on values
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Choose Priorities
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Here is a simple but effective tool for initiating productive change. Consider the following questions when looking at what goals and activities you wish to include in your Mission Action Plan:
What do we want to stop doing?
What do we want to start doing?
What do we want to continue doing?
1. What’s not working? These are behaviours that we should consider to STOP doing.
2. What might give us better results? What new ideas should we try? These are behaviours that we can START doing.
3. What is working well now, that we should keep on doing? These are behaviours to CONTINUE doing.
• First, it’s reassuring: The questions push others to think of specific things that you do well, as well as encouraging them to say what you could do better.
• The process is action-focused: The comments made give you a practical insight into the impact of your behaviour on others, and explain precisely what you need to do to improve.
• Finally, the questions are quick. In many cases, they allow people to give good-quality feedback and ideas in just a few minutes.
It’s a great way to start to consolidate ideas with your change team and air anything that may prevent you from moving forward. For example:
Stop-Start-Continue to break the frame and lead with passion and purpose
Stop talking about what isn’t and start focusing on what isOur language matters! When we are constantly focusing on and talking about the gaps, we miss all of the bridges that are ready for us to cross.
Start making things go right instead of fixing what’s wrongThis is truly a mindset that takes you from fixer to leader; it’s all about your attitude and perspective. If you want to be a change catalyst, an exceptional leader, or a part of a meaningful community, you can only make it happen through relationships. Relationships are the cornerstone of everything.
Continue to focus on your way of being and your way of doingAny behaviour, hard or soft, can be done with love and respect for the other person. You may wish to identify those things that really work in your church and that you want to keep going forward. Connect with why the work matters and share the message far and wide.
4a - What will you do? Stop, start, continue
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Plan and Resource
5
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5a - GROW model
G
R
O
W
= Goal
= Reality
= Options and/or obstacles
= Will (what will you do?)
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A good way of thinking about the GROW model is to think about how you’d plan a journey. First, you decide where you are going (the goal) and establish where you currently are (your reality).
You then explore various routes (the options) to your destination. In the final step, establishing the will, you ensure that you’re committed to making the journey, and are prepared for the obstacles that you could meet on the way.
1. Establish the GoalFirst, you and your team need to look at what you wish to achieve.
Make sure that this is a SMART goal: one that is Specific, Measurable, Attainable, Realistic, and Time-bound.
2. Examine the Current RealityThis is an important step: Too often, people try to solve a problem or reach a goal without fully considering their starting point, and often they’re missing some information that they need in order to reach their goal effectively.
3. Explore the OptionsLook at what is possible, considering all the possible options for reaching your objectives. Ideas storm as many good options as possible and focus on the best ones.
Typical questions that you can use to explore options are:• What else could we do?
• What if this or that constraint were removed? Would that change things?
• What are the advantages and disadvantages of each option?
• What factors or considerations will we use to weigh the options?
• What obstacles stand in our way?
4. Establish the WillBy examining the current reality and exploring the options, you will now have a good idea of how you can achieve your goal.
That’s great – but in itself, this may not be enough. The final step is to commit to specific actions in order to move forward. In doing this, you will help establish will and boost motivation.
Useful questions to ask here include:• So, what will you do now, and when?
• Who will do it?
• How can we keep ourselves motivated?
• When do we need to review progress? Daily, weekly, monthly?
Finally, decide on a date when you’ll review progress. This will provide some accountability, and allow you to change approach if the original plan isn’t working.
5a - GROW model
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S M A R TS = Specific an objective should be precise and should focus on a single result. A specific objective answers the questions, “who, what, where, and how?”
M = Measurable an objective should include specific criteria or measures that indicate whether the objective has been met. A good measure answers the question, “How will we know if we have accomplished the objective?”
Project Period Goal: An outcome statement that defines what you intend to accomplish over the project period.
Long-term Impact or Outcome: The possible effect or result when the project period goal is achieved.
A = Achievable an objective should be attainable and within reach.
R = Realistic an objective or task needs to be realisable given the time, resources and activities proposed and available.
T = Time-bound an objective should include the date it will be started and the date you expect to complete it
5b - Implementation action plan
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5b - Implementation action plan
Precise, time-based and measurable actions that support the completion of the mission project period goal
Task / objective Person Assigned Timeline Resources available/required
Budget required
Results / date completed Review
1.
1.
1.
2.
2.
3.
3.
4.
4.
4.
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Do and Keep Going
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6a - The wagon and how to keep it moving!
Keeping the wagon rolling...
If we compare our Mission Action Plan to a wagon making a journey, it could be helpful to consider the sort of obstacles that make the journey harder.
Having come up with ideas and noted them, ask the group / PCC to consider if any are relevant to their situation.Reasons could include
• Wheel(s) fallen off, or damaged• Stuck in mud (and if so why?)• Road blocked by fallen tree, mud or rockfall• Attacked by enemy• Lost • Diverted from right road• Needed to take a diversion
because of known problem• Horses tired• Horses fighting • One horse tired so team imbalanced• Loss of driver• Weight in wagon too much• Approaching very steep hill• Weather has changed suddenly and for worse
Use the analogy to explore the obstacles or disappointments that might affect you and how you will overcome them. Are they internal or external? Are they about the task or the context? [This should not become an excuse to blame others, but to solve difficulties.]
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6b - Building resilience
Vision-focused not problem-shaped
In a Lambeth Lecture (October 2015), the Bishop of London reflected on how the Diocese of London moved from a state of fragility and decay to become a thriving and growing diocese. City centre churches have found new purpose and focus, and congregations across the whole diocese are growing, from the wealthy parts of West London or the poorer, deprived boroughs of East London.
A key phrase he uses is that we must be “vision-led not problem-led” and he speaks of finding colleagues who shared this approach.
Sometimes this shift from problem to solution or problem to vision can be understood in terms of what psychologists call “reframing”.
Frame in the positive
The word “reframing” might remind us of the visual arts. Every painting and photograph has a frame, even if this is just the edge of the paper. The frame’s position is no accident; where the image begins and ends is an important artistic decision. The image-maker has decided what to include and what to leave out, and that’s a statement. Framing is always about selecting.
Similarly we look at experience through “frames”; we shape our memories so they make sense. We remember incidents that fit our picture of ourselves and forget those that don’t. We frame perception through our expectation of how things will be in the future.
On the other hand, entirely new data can shake us up. When new perceptions break through strongly enough to challenge preconceptions, we are surprised. Just think of those times you thought an event was going to be dull and it turned out to be inspirational.
Reframing isn’t about seeing the past through rose-tinted glasses or sweeping errors under the carpet. It’s about stepping back to discover if there is another way of seeing things.
Psychologist Suzanne Kobasa believes that resilient people view a difficulty as a challenge, not a paralysing event. They look at mistakes as opportunities for growth. Kobasa maintains that resilient people are committed to their lives and their goals, to relationships, the causes they care about and their religious or spiritual beliefs.
To say such an approach is about mindset is to trivialize one of the most important choices we can make, which is to choose to commit – not just to action but to believing in yourself enough so that you are enabled to make change possible. This matters most when you feel lost, helpless or powerless to take action.
Christian resources
Our Christian heritage should offer various resources for building resilience, or “perseverance” as the New Testament often calls it.
Sadly Christians can be as caught up in the winds and storms of today’s immediacy as anyone else. We can even think that because what we are about is Christian, there will be no problems because God will bless it all.
Prayer, and in particular shared prayer, needs to be part of what we are doing, and mutual support, bearing one another’s burdens, at times sacrificially, is also part of our calling. Significant projects will cost, and they will require time and commitment. They need to be done well, and if they were easy they would already be happening!
William Booth, founder of the Salvation Army who did so much to change the lives of so many, had a favoured saying – “Don’t look at the waves, look at the tide”.
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Review and Re-prioritise
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7a -
Session Title: MAP PROCESS
Facilitators: Aims: To complete a review using the MAP guidance and toolkit
Outcomes: by the end of the session we will:
• Understand our current situation with regard to our church
• Agree on our vision statement
Date: Duration:10.00 – 16.00hrs
Times Key Points Who Resources
20 mins Introduction
Why we are here today
Prayer, worship and listening to God
30 mins What do we mean by “Mission”?
Flipchart and pen Theological reflection
20 mins Introduction to the MAP process
Parish Data view Understanding the process of what you wish to achieve. Looking at some guidance
20 mins Review of previous year MAP actions
Discussion: groups or pairs What worked well? Where could we have done better, lessons learnt
20 mins BREAK BREAK BREAK BREAK
45 mins SWOT Review:Explanation (10 mins)Individual work (15 mins)Sharing together (20 mins)
Post-it notes
60 mins Growing Healthy ChurchesExplanation (30 mins)Scoring (30 mins)
Hand out – MAP Toolkit
60 mins LUNCH LUNCH LUNCH LUNCH
20 mins Sharing of assessment result
60 mins Values:Explanation (20 mins)Group work (40 mins)
Values – MAP ToolkitHandoutFlip chartPost-it notes
Discussion about which values are a priority for this church followed by sharing
20 mins BREAK BREAK BREAK BREAK
30 mins Next steps:
How we take forward the conclusions from today
Our priorities
Who will lead this process
[needs more work]
Parallel groups
45 mins Sharing the conclusions of the day
Flip charts Plenary discussion
Suggested PCC Away-day timetable to review the MAP journey
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Other resources
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8a - The change formula
Change only comes about when people are dissatisfied with the status quo. We can be dissatisfied because we are in discomfort over the way things are currently done or see opportunities that should be seized.
It is therefore necessary for leaders to identify the dissatisfactions (D) in the people they want to engage in the change, and create a vision for what could be different (V). The change plan (F) should be an answer to their dissatisfaction and a discription of the more desirable conditions
DxVxF>R
Visionof a positive possibility
Dissatisfactionwith the
current situation
Resistanceto change
First Stepsin the direction
of the vision
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8b - The change transition cycle
The Change Curve model describes the four stages most people go through as they adjust to change.
When a change is first introduced, people’s initial reaction may be shock or denial, as they react to the challenge to the status quo. This is stage 1 of the Change Curve.
Once the reality of the change starts to hit, people tend to react negatively and move to stage 2 of the Change Curve. They may fear the impact; feel angry; and actively resist or protest against the changes.
Some will wrongly fear the negative consequences of change. Others will correctly identify real threats to their position.
For as long as people resist the change and remain at stage 2 of the Change Curve, the change will be unsuccessful, at least for the people who react in this way. This is a stressful and unpleasant stage. For everyone, it is much healthier to move to stage 3 of the Change Curve, where pessimism and resistance give way to some optimism and acceptance.
At stage 3 of the Change Curve, people stop focusing on what they have lost. They start to let go, and accept the changes. They begin testing and exploring what the changes mean, and so learn the reality of what’s good and not so good, and how they must adapt.
By stage 4, they not only accept the changes but also start to embrace them: they rebuild their ways of working. Only when people get to this stage we really start to reap the benefits of change.
People need help when they are going through change. This guide gives you some ideas of what symptoms to look for and how to handle reactions at each stage of the change curve.
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8b - The change transition cycle
Denial- who me?
Discomfort- why me?
Commitment- now me?
Exploration- how me?
External
Internal
Past Future
Denial Discomfort Exploration CommitmentBehaviour / Feelings
ApathyDisbeliefNumbness
Can’t sleepAngerDepressionStubbornnessAbsenteeism
Confused/chaoticOver preparationToo many ideasExcited/energetic
Single-mindedSatisfiedResults orientated
Words Used
‘Not me’‘We’ve always...’‘I didn’t come here to... ‘‘No!’
‘Not now’‘Yes, but’‘I gave...’‘Now look what... ‘‘Blame... ‘
‘What about...?’‘What shall I...’‘Let’s try... ‘
‘Let’s do it!’‘How can you...?’‘How can I...?’When I reach... ‘
Action Needed
Confront reality Ask for reasons and nature of the change
Acknowledge and express personal feelingsKeep in contact with realityAcknowledge positive progress
Concentrate on prioritiesSet short term goalsVolunteerAsk questions of enquirySupport others
Set long term goalsCelebrate successesIdentify lessons learnedLook ahead
Notes
Find out more
For further information, visit www.manchester.anglican.org/MAP or contact The Revd Stephen Tranter on 0161 828 1456 or [email protected]
