Marshall United Methodist Church
CONSULTATION REPORT
May 8, 2016
Introduction
We,
the VCI consultation team, thank Melany Chalker, staff, lay leaders and the
congregation of Marshall United Methodist Church (MUMC) for the invitation to
consult with this Body of Christ. The
following observations and prescriptions are the result of this consultation
team’s study of the following information: a) Marshall United Methodist Church’s
Self-Study documents provided by its leaders, which included the Does Your Church Have a Prayer? study, a
MissionInsite demographic report of the area population, worship videos, and the
May 3 “Mystery Guest” report by Faith Perceptions (the result of worship visits
from 13 persons from the community), b)
interviews with pastors, staff and ministry team leaders, c) a focus group with
non-leaders of the congregation, d) a focus group with the Leadership Council,
and e) input from the consultation workshop.
We
are confident that God will use this assessment experience and consultation
report, to help Marshall United Methodist Church to more effectively be and make
disciples of Jesus Christ for the transformation of the community and the
world.
Strengths
1. Momentum - Poised for Greatness
MUMC
has created some momentum providing a foundation for future ministry.
There is diversity of style in the two worship experiences. We saw and
heard skilled musicians in the videos from both traditional and contemporary
worship. The Mystery Guests spoke highly of your website, Facebook page, brochures
and other information available in the building. You support numerous
mission and outreach opportunities. As you build healthy systems and
ministries to go from good to great, God will use MUMC to transform your
community and the world.
2. Leaders, Staff, and Pastors
MUMC
has a combination of strong leaders, staff, and pastors. Your Lead Pastor
brings creative and artistic skills to the worship experiences. The staff
is growing strong to reach the ministry needs of the congregation. Staff
retreats designed by the Lead Pastor have begun “shifting staff positions to a
discipleship focus.” The addition of your Discipleship Director and
Assistant Director of Discipleship are examples of this shift. Your staff
members love their church and are committed to its ministries. The
Leadership Council has begun to move beyond the traditional receiving of
reports from ministry groups to become forward-looking for dreaming and naming
new ministries. As the church staff grows, God will work through you to
help the laity of the church discover their gifts and become strong leaders and
doers in the church. Together you will guide each other in your spiritual
journeys to become a little more like Jesus every day.
3. Mission and Outreach
From
the financial data we reviewed, mission giving and outreach are a priority at
MUMC. We do not often see a church sustaining a five year average of
$50,000+ giving beyond the budget. This indicates a willingness of the congregants
to respond when a need is presented. In talking with your coach and
reviewing your electronic and print media, we see your efforts supporting a
wide variety of projects which are addressing needs locally, nationally and
globally. This same emphasis is recognized in the organizing and funding
of hands-on mission trip experiences in the U.S. and Haiti. From the
community surveys we see further local opportunities MUMC can explore.
This level of generosity, with some modification, will make a name for
MUMC in this community and begin to attract other like-minded community
members.
4. Location
MUMC
is strategically located on a main road that leads to and from the city of
Marshall and is close to the intersection of I-69 and I-94. There is
potential for local residents to easily connect with the church, as well as
people from the larger region. The MissionInsite data reveals nearly
3,000 residents living within a one-mile radius of the church and 15,000 in the
wider region. Several of the Mystery Guests said that they would visit again or
tell someone they know about the church. The Readiness 360 report reveals
that at least some of your members are ready to “reach more people.” Your
location gives you ready access to that mission field.
5. Facility
MUMC’s
facility has the potential to be a great asset. The building by itself is newer
and better than what many other churches have as a tool for ministry.
There is ample space to expand ministries.
Concerns
1. Lack of Unifying Vision and Alignment
The
consultation team affirms a wide variety of ministries at MUMC. However, we did not see evidence of a
unifying vision to give direction and momentum to the church. We heard during interviews that there is a
lack of unity in the congregation.
Ministries are disjointed. A lack
of focus and strategic planning keeps everyone from pulling in the same
direction. A clearly communicated vision
helps provide a framework for direction and evaluation of ministries and
staffing. Without it, the church will
have a lot of movement without momentum, staff and volunteers will be tired and
disconnected, and the mission of the church will be lost.
2. Making the Most
of Sunday Morning Worship
Worship is rooted in an encounter
with God and God's story of salvation through word and song. People experience
their relationship with God in worship and are inspired into God’s
mission. However, if not done well, the
elements of worship can become a barrier to hearing the Gospel and to faith
development.
The pastors and staff of MUMC agree
on the importance of doing worship well. Yet, the Consultation Team observed
from the videos that worship under-delivers in several areas: excessively long
and misplaced announcements, awkward transitions, contemporary music that is
not readily sing-able, the table seating arrangement in the Great Room catches
guests off-guard, children standing for the children’s message appears
obligatory, and traditional elements in the contemporary worship is more of a
blended style and disingenuous to those expecting non-liturgical worship. All of these work together against a strategy
that was described by a comment from the Readiness 360 Report, the church
“needs to be more inviting and/or accessible to non-church people.”
Mystery Guests made several comments
regarding the music and worship. In the
contemporary worship experience: “It didn’t feel like people were singing along…and so I didn’t.”
“It felt like a rock concert.”
“People just clapped their hands and enjoyed the show.” “I didn’t
recognize any of the songs.” “The music was contemporary and blended.” With respect to the tables: “The groups were
talking among themselves.” “I like the table idea but I think it can be a
little difficult for new people.” “If
you’re at a table all by yourself you feel kind of awkward.” “Get rid of the chairs to de-clutter the
(Great Room) and increase walkability.” “The table was just odd to be sitting
at during the service.” “Many of the seats were being saved with Bibles and
pamphlets…and many were full.” Regarding the music in the traditional worship
experience: “I think older people would enjoy the music most.” “Music was geared towards an older crowd.”
There is a regular pattern of
downcast eyes and reading notes which does not fully engage worshippers during
the message and communion. You have one
chance to make a good impression during this Sunday morning experience. We believe that you have not yet reached your
potential.
3. Lack of Hospitality
Preparation
for guests is critical for sustainability and growth. MUMC has some hospitality elements in place;
however, there appears to be no comprehensive plan for welcoming guests. While some Mystery Guests were warmly
welcomed, others were not. One Mystery
Guest reported, “…I sat by myself at a
lonely table, wondering if something in the hot cocoa I was drinking made me no
longer visible to the human eye.” One
interviewee stated, “We are not friendly to guests or newcomers who are
different in appearance…We like people who
are just like we are.” Lack of
appropriate exterior and interior signage makes navigation difficult for
newcomers. Inconsistent décor, chipping paint, dirty and torn carpets,
and obvious repair needs throughout the building say to guests, “You don’t
matter.” The staff person from Faith
Perceptions interpreted the Mystery Guest report saying, “You don’t just greet
your house guests at the front door and then ignore them for the rest of the
visit.” Assimilation and follow-up with
new guests is a key to their return.
Christian hospitality is a primary means of extending God’s love and
acceptance to all people. Christian
disciples will ultimately be judged by how we welcome the stranger and care for
those in need, for in doing so we welcome and care for Christ himself. (Matthew 25:31-40) A consistent welcome and follow-up with
guests is critical to help others experience the love of Christ and to help
MUMC become more vital.
4. Lack of Spiritual Depth
We
heard in interviews and the focus groups that the congregation tolerates
“lukewarm” spirituality. A repeated lack of volunteers to serve in making
ministry happen is a symptom of this lukewarm spirituality. We did not see evidence of a clear process to
identify and empower potential leaders who could bring stamina, fresh ideas and
energy to ministries. We heard and read
comments revealing resistance to joyful giving, causing financial
instability. A variety of voices named
missing plans to attract, nurture and encourage families with young children,
youth and adults. Lighting a new fire in
this congregation will require an emphasis on intentional faith development,
leadership development and spiritual practices motivating your gratitude to
serve and give. Spiritual formation is a lifelong process designed for all
ages, non-believers, leaders, potential leaders, staff and laity.
5.
Transactional vs. Relational Mission Outreach
MUMC
is reaching out to the community in numerous ways. On the website you highlight
The Haven, PET Project, MACS, and Charitable Union. On your organizational chart
you list 19 ministries. The Consultation Team commends you for sending money
each year to support ministries both locally and around the world. As good and
necessary as these outreach ministries are, they appear to be
“transactional.” At the many agencies, do
the recipients know these volunteers represent MUMC? Does this work translate
into bringing anyone to Christ? Does it bring people back to the church? Are
you offering a relationship with Christ?
There
is some intentional approach by your mission teams when you go to Haiti,
Tennessee, South Dakota, Illinois, and to the community. Both those on the mission trips and those
served grow in their personal relationship with Christ and participation in the
life of the church. Outreach in any
form, whether financial or hands-on, needs to be relational (ministry with) and
not just transactional (ministry to) to make disciples of Jesus Christ.
Prescriptions*
Upon
acceptance of this report, MUMC will adopt the United Methodist mission, “to
make disciples of Jesus Christ for the transformation of the world” as its
mission statement. You will also
celebrate a Worship of Spiritual Renewal to fully embrace God’s mandate for
making and developing disciples. This
will be led by the coach or his designee, on or before October 1, 2016. To prepare the congregation to fully receive
God’s call to your future, the VCI Prayer Team will continue its leadership in
prayer throughout this implementation process.
1.
Clarify Vision to Align Staff and Ministries
To
clarify MUMC’s vision to gain focus and momentum for the staff and ministries,
the coach or his designee will assist MUMC as follows.
A. Clarify Vision
1.
The coach or his designee will facilitate a “Vision” workshop for the
congregation no later than October 15, 2016.
The purpose of this workshop is to learn how the congregation can
uniquely live out its vision, accomplish its mission and identify its core
values.
2. The Leadership Team will build on the themes
of the Vision workshop to create a vision statement and identify core
values. This will be created by February
1, 2017.
3. The Leadership Council will use the mission,
vision and values for all decision-making immediately thereafter in leading the
church to its God-given future.
B.
Align Ministries and Staff
1.
Every ministry in the congregation must demonstrate how it will accomplish the
mission, vision and values. The Lead Pastor,
in consultation with the coach, shall recruit a Ministry Audit Team of 3-5
people to oversee this audit by December 1, 2016.
2. The coach will provide a workshop on
alignment to assist in this process and other resources will be provided by the
coach by February 1, 2017.
3. The Ministry Audit Team will evaluate each
ministry by April 1, 2017 for its faithfulness to the mission, vision and
values. Any ministries not currently in
alignment will be brought into alignment by October 1, 2017.
4.
Ministries not in alignment will be celebrated and dissolved immediately.
5.
All aligned ministries will set annual objectives and goals to live into the
mission, vision and values to be submitted to the respective staff person by
August 1, 2017 and annually thereafter.
A suggested resource is Six
Questions Every Leader Should Ask by Andy Stanley, which can be found at http://insidenorthpoint.org/blog/2012/05/07/6-questions-every-leader-should-ask/
6.
The Lead Pastor and Staff Parish Relations Committee (SPRC), in consultation
with the coach, will conduct a staff audit to include a review of job positions
and descriptions by April 1, 2017.
7. The Lead Pastor and SPRC will align all staff
jobs and descriptions with the church’s mission, vision and values by October
1, 2017.
8. The Leadership Council shall complete annual
ministry evaluations and long-range, strategic planning beginning November 14,
2017. A suggested resource is a
goal-setting workshop provided by the coach or his designee. The results of this strategic planning and
related goals will be shared annually with the congregation beginning by
January 31, 2018.
9.
In order to facilitate transparency and gain buy-in, the Leadership Council
will hold regular town hall meetings at least quarterly throughout the
implementation of the VCI prescriptions beginning fall, 2016.
2. Passionate Worship
Passionate worship is part of the disciple-making
process for members and guests alike. Moving both worship experiences
from good to great will intentionally make worship more authentic, meaningful,
and create a culture of excellence.
A. The Leadership Team will intentionally research
and settle on a target demographic for each worship experience and develop a
strategy on how best to reach guests and non-churched in the target
demographics. The primary resources for this research are the
MissionInsite and Mystery Guest reports.
This will be completed by July 1, 2016.
B. The Lead Pastor,
in consultation with the coach, will enter into a contract with worship
consultant, Cathy Townley, by July 1, 2016 to evaluate both worship experiences
and suggest ways to improve each element for high quality. The objective of this consultation is to
strengthen the distinction of the two worship styles; making each more
attractive to non-churched people. The
Finance Committee shall provide for necessary funding.
C. Immediately following a “yes” vote on this
report, the Lead Pastor and Worship Design Teams will do the following for the
next six months:
1. Weekly,
view video of each worship experience to evaluate each element on whether or
not it is “user-friendly” and engaging to churched and non-churched people. All
the while answering the question, “How is each part of the worship experience
helping the audience to experience God?”
2. Create feedback
loops from attendees to promote continuous improvement of each worship
experience.
3. Plan and
prepare: (1) the opening and closing segments of worship to reflect radical
hospitality; (2) all transitions in order to “connect the dots” between
music, message and other elements of worship. The goal is to eliminate
“dead space” and provide greater consistency and high quality in each part of
the worship experience.
4. Reinforce
creating a culture of hospitality regarding things like leaving adequate space
near the back of the worship venues for guests.
5. Teach all
worship leaders to make eye contact with the audience in all parts of the
worship experience as a way of fully engaging all worshippers.
6. Close the
front entrance doors to the Great Room.
Post signage encouraging all guests to enter through the door at the
back of the room.
7. Keep
announcements to a maximum of three per worship experience. These should
be concise and reflect ministry that has broad appeal to the entire
congregation.
Additional resources include: Accelerate Worship by Cathy Townley, and The Worship Architect: A Blueprint for Designing Culturally
Relevant and Biblically Faithful Services by Constance Cherry.
3. CONGREGATIONAL
HOSPITALITY
MUMC
will develop a culture of hospitality throughout the facility, its areas of
ministry and in all aspects of church life.
A. A Hospitality Team of 3-5 people will be
recruited by the Lead Pastor, in consultation with the coach, by July 1,
2016. This Hospitality Team will develop
a comprehensive plan for welcoming guests. This team will begin its work
described below by July 15, 2016. A
complete resource on hospitality can be found in two books by Mark Waltz, First Impressions and Lasting Impressions and Clip In by Jim Ozier. The Hospitality
Team will:
1. Develop and implement a plan to
consistently staff a Welcome Center with information about MUMC by September 5,
2016. The plan will include and not be limited to distributing new guest
welcome gifts and staffing the Welcome Center at least 15 minutes before and
after each worship experience.
Information gathered will be used for follow-up with guests.
2.
Identify, recruit, and train hospitality personnel. They are to be in
place 20 minutes before and 15 minutes after each worship experience. The training will begin by August 1, 2016.
3. Develop a plan, priority list and timeline to
update facility needs in the church to create a clean and inviting
atmosphere. Paint, clean carpets, and
make needed repairs to say to guests “you matter to us.” This plan will have both short-term (what can
be completed in the first 30, 60, and 90 days) and long-term components. This plan will be put together by July 1,
2016. The short-term plans will be
implemented by November 1, 2016.
4.
Analyze signage from a guest’s perspective by July 1, 2016. Interior signage shall make it easy for a
guest to know where to find restrooms, nursery, sanctuary and the Great Room
without assistance. Exterior signage shall make it clear where to park for 9:00
or 11:00 worship experiences. Signage
shall be installed by September 5, 2016.
B.
Trustees and Finance Teams, in consultation with the Leadership Council,
will budget for and provide resources to fully implement the hospitality
plans. The annual budget shall include
funding for continual hospitality upgrades.
C.
The pastors and staff (paid and unpaid) will train all congregants in
hospitality practices for all ministry venues including and not limited to
worship, meetings, classes, small groups, and communications beginning
immediately.
4. Intentional Faith Formation and Leadership
Development
MUMC
will create the following:
A.
Intentional Faith Development
1. The Lead Pastor, in consultation
with the coach, will form a Faith Formation Team (FFT) of 5-7 people by June
30, 2016 to create a clear road map for intentional faith development
(IFD). This road map will guide all,
from new believers to fully devoted followers of Christ. The road map will include a spiritual gifts
inventory, integrated into the membership process and made available to current
congregants.
2. The FFT will study the book, Membership to Discipleship, by Phil
Maynard to identify elements needed to create an IFD for MUMC. This study will be completed by October 1,
2016.
3. As a kick-off for this road map,
the FFT will coordinate a six-week, church-wide small group study based on A Disciple's Path, by James
Harnish. The Lead Pastor will preach a
simultaneous sermon series to support the study. The study and sermon series will begin in
January, 2017.
4. Thereafter, the Discipleship
Directors shall oversee the ongoing implementation of the road map for faith
maturity. These Directors will determine
the materials for Sunday School, small groups, new member classes and focus
groups for guests wishing to learn more about MUMC. The Discipleship Directors will select and
train leaders for these groups.
B. Leadership Development
The
Nominations Leadership Committee shall:
1.
Study Exponential by Dave and
Jon Ferguson by June 1, 2017.
2. Create a process by July 15,
2017 for identifying, recruiting, training, supporting and evaluating ministry
leaders.
3.
Create a training plan for current and potential leaders to be fully
implemented with the new slate of officers for 2018. Additional resources for this annual training
are: The 5 C's (character, competence,
chemistry, calling and commitment), Brad Kalajainen, Cornerstone Church,
Caledonia, MI, Ultimately Responsible
by Sue Nilson Kibbey, and High Yield
by Tom Berlin and Lovett Weems.
5. Relational Outreach in the Community
A.
The Lead Pastor, in consultation with the coach, shall create an Outreach Team
(5-8 people) that includes the Service Ministries Coordinator by October 1,
2016. The purpose of this team is to
make outreach more relational.
B.
The Leadership Council and the Outreach Team, in consultation with the pastor,
will study Get Their Name by Bob
Farr, Doug Anderson and Kay Kotan by November 1, 2016.
C. The Outreach Team will create a plan
consistent with Get Their Name by
February 1, 2017.
D.
The Outreach Team will study the MissionInsite reports and community interviews
from the VCI Self-Study to evaluate the needs in the community by January 15,
2017. Based on these findings and mission
alignment (see Prescription 1B), this team will:
1. Conduct two bridge events by September 5,
2017 for the sole purpose of being known by and getting to know your
neighbors. This could include reworking
events you already offer. At least one
of these is to be held away from church grounds.
2. Conduct two local work projects to share
the love of God with the community by November 15, 2017.
3. Enact the plan to follow-up with the new contacts two weeks following each event
(Prescription 5C).
4. Evaluate each event within two weeks of
completion. Use this evaluation to plan future events and activities that will
help connect the church with the community.
5. Ensure that all marketing and promotional
materials and merchandise include the name of the church and website.
Conclusion
We, the consulting team, want to
thank you for the opportunity to serve your congregation through this Vital Church Initiative assessment process.
Our prayers and hope for your congregation
are that God will use this process to help your church become more effective
and fruitful. May God give you courage
and strength as you move forward.
Naomi Garcia, Lead Consultant Rod
Kalajainen, coach Mara Marsman, Scribe
Jeff Reese
Tamara
Brubaker-Salcedo Colleen
Treman
Town Hall Meeting
Dates, Friday, May 13, 6:00 PM; Wednesday,
May 18, 4:00 PM; Sunday, May 22, 12:30 PM
Church Conference Date, Sunday, June 5, 10:30 AM
*Note: Prescription
deadlines may be adjusted in consultation with the assigned VCI coach.