Brighton First Adopts Two-Year Strategic Plan

On Tuesday, September 13, Brighton First's Administrative Board adopted a two-year strategic plan. The Administrative Board celebrates this important step forward in the ministry of our church. The strategic plan lists specific coherent actions that will be taken over the next two years in the areas of communication, discipleship and community outreach.

In March 2015, Brighton First adopted the recommendations of a Vital Church Initiative Consultation Team. One of the findings of the team was that the church had no specific, cohesive plan in place to move its mission forward. The recommendation, under the leadership of the Administrative Board Chairperson, was that a Strategic Plan Task Force be established to create a plan.

Vince Killewald and John Philips work on strategic plan.

The Administrative Board appointed John Phillips to lead the Task Force in May 2016 and agreed to the members who would be part of the team. John Phillips took the model of strategic planning from the book Good Strategy, Bad Strategy by Richard P. Rumelt and adopted it for our use. The team identified several possible diagnoses, identifiable conditions that were keeping Brighton First from fulfilling its mission. For each of the diagnoses, the task force discussed a guiding policy and a set of coherent actions that would address the diagnosis.  While each of the possibilities the team considered had merit, the task force determined to work in three major areas: Communications, Discipleship and Community Outreach.

The strategy writing team was composed of John Phillips, Chairperson of the Administrative Board, Pastor Sherry Parker-Lewis, Dan Welton, Bill Thorsen, and Ron Matkin (administrative board members), and Marsha Ikle and Vince Killewald from the congregation at large.  The team met seven times to work on the strategy and collaborated between meetings using Google Docs, each authoring parts of the plan.

The first goal of the church’s strategic plan is to create a culture of invitation and welcome through clear communication. The second goal is to create a system at Brighton First in which people of all ages have the opportunity to grow as disciples of Jesus Christ. The final goal is to send people out into the world to serve in the name of Jesus Christ through intentional relationship building in the community.

In the blog posts that follow, I will offer most specific information about each goal of the strategic plan.

Brighton First Adopts Two-Year Strategic Plan

On Tuesday, September 13, Brighton First's Administrative Board adopted a two-year strategic plan. The Administrative Board celebrates this important step forward in the ministry of our church. The strategic plan lists specific coherent actions that will be taken over the next two years in the areas of communication, discipleship and community outreach.

In March 2015, Brighton First adopted the recommendations of a Vital Church Initiative Consultation Team. One of the findings of the team was that the church had no specific, cohesive plan in place to move its mission forward. The recommendation, under the leadership of the Administrative Board Chairperson, was that a Strategic Plan Task Force be established to create a plan.

Vince Killewald and John Philips work on strategic plan.

The Administrative Board appointed John Phillips to lead the Task Force in May 2016 and agreed to the members who would be part of the team. John Phillips took the model of strategic planning from the book Good Strategy, Bad Strategy by Richard P. Rumelt and adopted it for our use. The team identified several possible diagnoses, identifiable conditions that were keeping Brighton First from fulfilling its mission. For each of the diagnoses, the task force discussed a guiding policy and a set of coherent actions that would address the diagnosis.  While each of the possibilities the team considered had merit, the task force determined to work in three major areas: Communications, Discipleship and Community Outreach.

The strategy writing team was composed of John Phillips, Chairperson of the Administrative Board, Pastor Sherry Parker-Lewis, Dan Welton, Bill Thorsen, and Ron Matkin (administrative board members), and Marsha Ikle and Vince Killewald from the congregation at large.  The team met seven times to work on the strategy and collaborated between meetings using Google Docs, each authoring parts of the plan.

The first goal of the church’s strategic plan is to create a culture of invitation and welcome through clear communication. The second goal is to create a system at Brighton First in which people of all ages have the opportunity to grow as disciples of Jesus Christ. The final goal is to send people out into the world to serve in the name of Jesus Christ through intentional relationship building in the community.

In the blog posts that follow, I will offer most specific information about each goal of the strategic plan.

Administrative Board Reviews Strategic Plan in August

The Administrative Board of Brighton First charged a Strategic Plan Task Force with creating a strategic plan for our church, informed by our mission and vision. The Task Force submitted a draft of their proposal to the Administrative Board in July for review. The Administrative Board will discuss the plan, make changes as needed and approve the plan.

The three major goals of the proposed 2-Year Strategic Plan are Know God-Inviting and welcoming all people into the congregation; Love God-Helping people to grow as disciples of Jesus Christ; Serve God-Sending people out into the world to serve in Christ's name.

The process through which the strategic plan was developed is based on the work of Richard Rumelt, Good Strategy/Bad Strategy: The Difference and Why It Matters. The group began with a "diagnosis" of a problem, determined a guiding policy and created a group of coherent actions that would lead to addressing the diagnosis.

John Phillips and Vince Killewald served as part of the
Strategic Plan Task Force

The three main goals set for in the strategic plan are: 1. Create a Culture of Invitation and Welcome at Brighton First. 2. Create a system at Brighton First in which people of all ages have the opportunity to grow as disciples of Jesus Christ. 3. Send the people of Brighton First out into the world to serve in Christ's

The final content of the Strategic Plan will be determined by the Administrative Board. When this is accomplished, the plan will be shared with the congregation.

Completing the Strategic Plan is an important part of fulfilling Brighton First's commitment to completing the recommendations of the Vital Church Initiative Consultation Report.

Administrative Board Reviews Strategic Plan in August

The Administrative Board of Brighton First charged a Strategic Plan Task Force with creating a strategic plan for our church, informed by our mission and vision. The Task Force submitted a draft of their proposal to the Administrative Board in July for review. The Administrative Board will discuss the plan, make changes as needed and approve the plan.

The three major goals of the proposed 2-Year Strategic Plan are Know God-Inviting and welcoming all people into the congregation; Love God-Helping people to grow as disciples of Jesus Christ; Serve God-Sending people out into the world to serve in Christ's name.

The process through which the strategic plan was developed is based on the work of Richard Rumelt, Good Strategy/Bad Strategy: The Difference and Why It Matters. The group began with a "diagnosis" of a problem, determined a guiding policy and created a group of coherent actions that would lead to addressing the diagnosis.

John Phillips and Vince Killewald served as part of the
Strategic Plan Task Force

The three main goals set for in the strategic plan are: 1. Create a Culture of Invitation and Welcome at Brighton First. 2. Create a system at Brighton First in which people of all ages have the opportunity to grow as disciples of Jesus Christ. 3. Send the people of Brighton First out into the world to serve in Christ's

The final content of the Strategic Plan will be determined by the Administrative Board. When this is accomplished, the plan will be shared with the congregation.

Completing the Strategic Plan is an important part of fulfilling Brighton First's commitment to completing the recommendations of the Vital Church Initiative Consultation Report.

Strategic Plan Development Team Holds First Meeting

Under our Vital Church Initiative plan, the chairperson of the Administrative Board has been charged with leading the development of a strategic plan for our church. John Phillips, our chairman, has called the Strategic Plan Team together and outlined a process for moving forward.

The team is meeting every Tuesday night for the next two months. Their goal is to have a strategic plan outlined and prepared to present to the full Administrative Board in July.

At their first meeting, the team discussed the objective of the group, resources they will use and their experiences in strategic planning.

John Phillips led the team through an exercise based on Richard Rumelt's book, Good Strategy, Bad Strategy: The Difference and Why It Matters. The team was asked to offer a "diagnosis" for a condition that connects our community and our church, to consider guiding principles that would shape our problem solving and to list comprehensive actions that could be taken to change outcomes.

The team created the "diagnosis": there is a growing number of people in our community who have no affiliation with a church and those people are not likely to come through Brighton First's doors. They team determined that their guiding principle would be: Brighton First congregation members are called by God to do ministry outside the walls of the church. The team suggested several coherent actions from effective marketing to relevant ministries to equipping congregation members to offer invitations.

The exercise was not intended to create strategy immediately, but to offer practice in the process.

If you are interested in learning more about our Strategic Planning work, contact John Phillips. Members of the Strategic Planning Team include: John Phillips, Sherry Parker, Dan Welton, Vince Killewald, Cheryl Colloton, Marsha Ikle, Ron Matkin, Bill Thorsen and Olivia Karaska.

Richard Rumelt suggests in his book, Good Strategy, Bad Strategy, that there is
a core content for any effective strategy: diagnosis, guiding policy and coherent actions.

Strategic Plan Development Team Holds First Meeting

Under our Vital Church Initiative plan, the chairperson of the Administrative Board has been charged with leading the development of a strategic plan for our church. John Phillips, our chairman, has called the Strategic Plan Team together and outlined a process for moving forward.

The team is meeting every Tuesday night for the next two months. Their goal is to have a strategic plan outlined and prepared to present to the full Administrative Board in July.

At their first meeting, the team discussed the objective of the group, resources they will use and their experiences in strategic planning.

John Phillips led the team through an exercise based on Richard Rumelt's book, Good Strategy, Bad Strategy: The Difference and Why It Matters. The team was asked to offer a "diagnosis" for a condition that connects our community and our church, to consider guiding principles that would shape our problem solving and to list comprehensive actions that could be taken to change outcomes.

The team created the "diagnosis": there is a growing number of people in our community who have no affiliation with a church and those people are not likely to come through Brighton First's doors. They team determined that their guiding principle would be: Brighton First congregation members are called by God to do ministry outside the walls of the church. The team suggested several coherent actions from effective marketing to relevant ministries to equipping congregation members to offer invitations.

The exercise was not intended to create strategy immediately, but to offer practice in the process.

If you are interested in learning more about our Strategic Planning work, contact John Phillips. Members of the Strategic Planning Team include: John Phillips, Sherry Parker, Dan Welton, Vince Killewald, Cheryl Colloton, Marsha Ikle, Ron Matkin, Bill Thorsen and Olivia Karaska.

Richard Rumelt suggests in his book, Good Strategy, Bad Strategy, that there is
a core content for any effective strategy: diagnosis, guiding policy and coherent actions.

Administrative Board Begins Development of Strategic Plan

On Tuesday, May 10, Brighton First's Administrative Board took action to develop a strategic plan for the ministry of our church. Board Chairman, John Phillips, described the resources to be used and outlined the process. Several members of the Administrative Board volunteered to be part of the writing team. The Board also suggested other church members to invite to the team. The Strategic Plan Development Team will have its first meeting on Tuesday, May 17.

John Phillips, Chairman of the Brighton
First Administrative Board and his wife, Kris

Why develop a strategic plan? The Vital Church Initiative Consultation Report states, "Strategic planning is key to seeing your ministry direction become a reality.  Your strategy helps you to accomplish several things: (1) to explore your ministry community and identify who you are most likely to reach; (2) design a process that will mold them into Christ’s disciples; (3) to mobilize the congregation, developing and aligning volunteers to maximize disciple‐making; (4) evaluate your facilities in terms of reaching your target; and (5) develop a stewardship plan for resourcing your goals."

In other words, the strategic plan gives our church direction and that direction helps us determine allocation of resources, leadership and discipleship training needs and building needs.

The Administrative Board, at John Phillips recommendation, has chosen to use the book Good Strategy/Bad Strategy: The Difference and Why It Matters by Richard Rummelt as a guide for strategy development. Rummelt suggests that every effective strategy has, at its heart, fundamental content. John Phillips explains the three main elements needed in these notes from Rummelt's book:

"A diagnosis defines or explains the nature of the challenge. A good diagnosis simplifies the often overwhelming complexity of reality by identifying certain aspects of the situation as critical. A guiding policy deals with the challenge. This is an overall approach chosen to cope with or overcome the obstacles identified in the diagnosis. A set of coherent actions are designed to carry out the guiding policy. These are steps that are coordinated with one another to work together in accomplishing the guiding policy. Good strategy is not just "what" you are trying to do. It is also "why" and "how" you are doing it."

The goal is to have a draft of the strategic plan ready for presentation at the July meeting of Brighton First's Administrative Board. If you have any questions, please contact John Phillips.

Administrative Board Begins Development of Strategic Plan

On Tuesday, May 10, Brighton First's Administrative Board took action to develop a strategic plan for the ministry of our church. Board Chairman, John Phillips, described the resources to be used and outlined the process. Several members of the Administrative Board volunteered to be part of the writing team. The Board also suggested other church members to invite to the team. The Strategic Plan Development Team will have its first meeting on Tuesday, May 17.

John Phillips, Chairman of the Brighton
First Administrative Board and his wife, Kris

Why develop a strategic plan? The Vital Church Initiative Consultation Report states, "Strategic planning is key to seeing your ministry direction become a reality.  Your strategy helps you to accomplish several things: (1) to explore your ministry community and identify who you are most likely to reach; (2) design a process that will mold them into Christ’s disciples; (3) to mobilize the congregation, developing and aligning volunteers to maximize disciple‐making; (4) evaluate your facilities in terms of reaching your target; and (5) develop a stewardship plan for resourcing your goals."

In other words, the strategic plan gives our church direction and that direction helps us determine allocation of resources, leadership and discipleship training needs and building needs.

The Administrative Board, at John Phillips recommendation, has chosen to use the book Good Strategy/Bad Strategy: The Difference and Why It Matters by Richard Rummelt as a guide for strategy development. Rummelt suggests that every effective strategy has, at its heart, fundamental content. John Phillips explains the three main elements needed in these notes from Rummelt's book:

"A diagnosis defines or explains the nature of the challenge. A good diagnosis simplifies the often overwhelming complexity of reality by identifying certain aspects of the situation as critical. A guiding policy deals with the challenge. This is an overall approach chosen to cope with or overcome the obstacles identified in the diagnosis. A set of coherent actions are designed to carry out the guiding policy. These are steps that are coordinated with one another to work together in accomplishing the guiding policy. Good strategy is not just "what" you are trying to do. It is also "why" and "how" you are doing it."

The goal is to have a draft of the strategic plan ready for presentation at the July meeting of Brighton First's Administrative Board. If you have any questions, please contact John Phillips.