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.

Brighton First Staff Participates in United Way "Day of Caring"

Brighton Staff Members: Lisa Guise, Alyssa Tumolo, Kali Hnatowich (staff
member for a day!), Mike Tooman, Missy Setty, Stacy Hnatowich, Loretta Job,
Wendy Carmack, Susan Snow, Bob Fuchs, Sherry Parker-Lewis

 The staff of Brighton First volunteered Wednesday, August 16, as a "Day of Caring" Team for Livingston County United Way. Staff members agreed earlier in the summer that they wanted to spend their summer retreat day working together to assist residents in Livingston County. They chose to join Day of Caring.


Livingston County United Way recruits and coordinates over 1,000 volunteers in a one-day effort to assist county residents with home repairs, cleaning, painting, lawn care and bringing good will. The Brighton First Staff  and our church's Men With Tools group were among the teams sent out to help.

The staff worked as a team to complete a painting/cleaning project. They spent the day working side-by-side, solving problems together, laughing together and meeting community members.

One of our church's core values is service, working in mission in the name of Jesus Christ. The staff enjoyed being in mission together.

Brighton First Staff Participates in United Way "Day of Caring"

Brighton Staff Members: Lisa Guise, Alyssa Tumolo, Kali Hnatowich (staff
member for a day!), Mike Tooman, Missy Setty, Stacy Hnatowich, Loretta Job,
Wendy Carmack, Susan Snow, Bob Fuchs, Sherry Parker-Lewis

 The staff of Brighton First volunteered Wednesday, August 16, as a "Day of Caring" Team for Livingston County United Way. Staff members agreed earlier in the summer that they wanted to spend their summer retreat day working together to assist residents in Livingston County. They chose to join Day of Caring.


Livingston County United Way recruits and coordinates over 1,000 volunteers in a one-day effort to assist county residents with home repairs, cleaning, painting, lawn care and bringing good will. The Brighton First Staff  and our church's Men With Tools group were among the teams sent out to help.

The staff worked as a team to complete a painting/cleaning project. They spent the day working side-by-side, solving problems together, laughing together and meeting community members.

One of our church's core values is service, working in mission in the name of Jesus Christ. The staff enjoyed being in mission together.

Pastor Sherry Works to Determine Strengths and Growth Areas as Leader

As part of the Vital Church Initiative Process, I have committed to strengthening my leadership skills as the lead pastor at Brighton First.

In order to make a plan for improvement, I needed to determine areas of strength and weakness in the areas of leadership. I used four instruments for insight: The Lewis Pastoral Leadership Inventory (A 360 assessment completed by myself and church leaders), Strength Finder 2.0, The Kraybill Conflict Style Inventory and DISC Classic 2.0 inventory.

I then used the results of the assessments and instruments, along with observations from the VCI consultants and others, to compile a list of my strengths and areas where my skills can be honed.

Based on the assessments of church leaders my strengths lie in the areas of biblical and theological knowledge. According to their responses, I have an intellectual grounding for ministry, high ethical ideals in professional and personal behavior and I demonstrate personal faith in Jesus Christ. I teach God's word with skill and conviction, seek to improve through personal study, both spiritually and in pastoral skills. It is encouraging to have these skills affirmed.

I also possess strengths as an active and receptive listener. I am able to communicate clearly and am comfortable sharing what I value. I make decisions in a deliberate, thoughtful manner. I am people focused and genuinely curious. I take the lead when necessary, but am just as comfortable supporting others who lead. I look for the best in people and am at my best solving "people problems."

Areas where I can grow in leadership skills that were identified by church leaders include: building teams to accomplish God's vision, helping others discover their gifts for ministry and recruiting and equipping new leaders. Leaders also noted that I needed growth in leading toward increased worship attendance, increasing participation in new and existing ministries, experimenting and taking strategic risks, helping others to see God's presence in their lives in a new way and balancing the demands of self, ministry and family.

Actions that I can take to grow in skills that were common to the assessment tools included: communicate reasons for requests and actions, temper pragmatic decisions that can lead to mediocrity, practice hands-on management, be more realistic when appraising others, and enlist the help of others who have strengths and styles different than my own.

These are the specific areas that I have determined to begin working to strengthen: team building, recruiting and equipping leaders to do God's work, hands-on management, realistic assessment of people's gifts and skills and becoming an "expert" in my strengths and style. This last goal will assist me to intentionally use my greatest skills and seek assistance where I am less skilled.

I understand that growing in skills is a life-long journey and that my habits and style of leadership will evolve, rather than change overnight. I have begun a reading plan (more about books as I read them) and will seek out specific training in the growth areas.

It is my commitment to grow in leadership skill. I do this not simply because of the Vital Church Initiative, but because of my commitment to serve and honor God to the best of my ability and to serve the people of Brighton First in excellence.

Pastor Sherry Works to Determine Strengths and Growth Areas as Leader

As part of the Vital Church Initiative Process, I have committed to strengthening my leadership skills as the lead pastor at Brighton First.

In order to make a plan for improvement, I needed to determine areas of strength and weakness in the areas of leadership. I used four instruments for insight: The Lewis Pastoral Leadership Inventory (A 360 assessment completed by myself and church leaders), Strength Finder 2.0, The Kraybill Conflict Style Inventory and DISC Classic 2.0 inventory.

I then used the results of the assessments and instruments, along with observations from the VCI consultants and others, to compile a list of my strengths and areas where my skills can be honed.

Based on the assessments of church leaders my strengths lie in the areas of biblical and theological knowledge. According to their responses, I have an intellectual grounding for ministry, high ethical ideals in professional and personal behavior and I demonstrate personal faith in Jesus Christ. I teach God's word with skill and conviction, seek to improve through personal study, both spiritually and in pastoral skills. It is encouraging to have these skills affirmed.

I also possess strengths as an active and receptive listener. I am able to communicate clearly and am comfortable sharing what I value. I make decisions in a deliberate, thoughtful manner. I am people focused and genuinely curious. I take the lead when necessary, but am just as comfortable supporting others who lead. I look for the best in people and am at my best solving "people problems."

Areas where I can grow in leadership skills that were identified by church leaders include: building teams to accomplish God's vision, helping others discover their gifts for ministry and recruiting and equipping new leaders. Leaders also noted that I needed growth in leading toward increased worship attendance, increasing participation in new and existing ministries, experimenting and taking strategic risks, helping others to see God's presence in their lives in a new way and balancing the demands of self, ministry and family.

Actions that I can take to grow in skills that were common to the assessment tools included: communicate reasons for requests and actions, temper pragmatic decisions that can lead to mediocrity, practice hands-on management, be more realistic when appraising others, and enlist the help of others who have strengths and styles different than my own.

These are the specific areas that I have determined to begin working to strengthen: team building, recruiting and equipping leaders to do God's work, hands-on management, realistic assessment of people's gifts and skills and becoming an "expert" in my strengths and style. This last goal will assist me to intentionally use my greatest skills and seek assistance where I am less skilled.

I understand that growing in skills is a life-long journey and that my habits and style of leadership will evolve, rather than change overnight. I have begun a reading plan (more about books as I read them) and will seek out specific training in the growth areas.

It is my commitment to grow in leadership skill. I do this not simply because of the Vital Church Initiative, but because of my commitment to serve and honor God to the best of my ability and to serve the people of Brighton First in excellence.