the “nuts & bolts” of ministry management session 2 – feb 13 planning

The “Nuts & Bolts” of Ministry Management

Session 2 – Feb 13

Planning

Workshop Objectives:

Impress the need for a God given vision and how to seek it out

Gain an appreciation for how important planning is to setting up an effective ministry of achieving objectives

Commit to instituting a discipline and rigour around planning in your individual ministries.

Road Map for Session 2

1. Review of last session – Questions2. Case – volunteers to share & Group

Discuss3. Planning

Vision Strategic Goal Setting Decision Making

4. Organizing

Review

Foundational assumptions:

Biblical Character

Good Administrative framework

Review: Management/Administrative Process Framework

Planning

Organizing

Leading

Systems/Accountability

Vision

H R Fast Jan 2013

Case - Exercise

Review strategic plan provided1. Why does the organization exist? Mission / Purpose2. How do they expect the congregation and staff to behave? Core Values3. What does the organization do? Strategy-Goals-Actions4. How will they succeed? Key Performance Indicators5. What is their most important priority – right now? Focus6. Who (of the senior leadership team) is in charge of what? Systems & Accountability

Case

Self reflection: How does your organization’s plan stack up

to these questions? How clear is your mission (purpose) and

vision? How effective are you at moving your

people toward the high level priorities (strategic planks) of your organization?

How do you determine if your organization is succeeding?

Vision

Before solving a problem, you must understand what it is you are solving for

What is current reality? What is desired future state? What is God’s agenda

(purpose) for the organization?

Planning

Leading

Organizing

Systems & Accountability

Vision/Problem

Where should we start?

If an organization is already in place there was a vision that led to the birth of the organization: What was it?

The question is then: why do we exist?

Do the original vision and current purpose align?

High level view: A Comprehensive Strategic-Management Model

FIGURE 7–1Source: Adapted from Fred David, Strategic Management (Upper Saddle River, NJ: Prentice-Hall, 2001), p. 77.

Planning

How do we propose to close the gap between the current reality and the desired future state?

How can we move people onto God’s agenda?

How do we know it is working?

Planning

Leading

Organizing

Systems & Accountability

Vision/Problem

Planning Map Purpose/Mission

Delegation

Strategy

Goals

Actions

Vision

Evaluate

Follow-up

Foundation: Values {Corporate & Individual based on Bible} & PrayerH R Fast Jan 2013

Purpose

Why do we exist? What is our general

mission? How do we know?

Basis for understanding what the vision might be

Planning

Leading

Organizing

Systems & Accountability

Vision/Problem

Purpose

Not time sensitive – could remain valid for many years

Should be re-evaluated periodically (say 3 – 5 years) to ensure no drift or need to repurpose

Has God been revealing new things that would materially change the overall purpose or mission?

Vision

What does picture of God’s preferred future look like?

To what do we aspire as a ministry?

How do we determine? What is role of revelation? What has God revealed as

His agenda for this ministry?

Planning

Leading

Organizing

Systems & Accountability

Vision/Problem

Vision

Vision is shorter term period (typically) than purpose

Should be easily identifiable and familiar with everyone in organization

All stakeholders should agree and support

Vision

It is the role of the leader(s) under the guidance of the Holy Spirit to help the congregation understand and embrace

Yet, it is the Holy Spirit that must confirm the vision on peoples hearts

Communicating or casting vision not art of persuasion

Strategy

The main or high-level statements of action

needed to move the agenda (vision) toward fulfillment

Typically have longest window of time

Should be limited to 3 to 5 maximum at any given time

Planning

Leading

Organizing

Systems & Accountability

Vision/Problem

Planning Map Purpose

Delegation

Strategy

Goals

Actions

Planning

Evaluate

Follow-up

Foundation: Values {Corporate & Individual based on Bible & PrayerH R Fast Jan 2013

Goals

Strategy to tactical Shorter term tactics to

move toward fulfillment of strategy

Outcomes to be achieved in see-able window

Should be quantifiable & incremental

Planning

Leading

Organizing

Systems & Accountability

Vision/Problem

Goals

SMART Specific Measurable Achievable Relevant Time sensitive

Goals

How can goals be measured? Are numerical type goals considered

negative in churches? i.e. head count; budget; # of programs

Quantifying goals can be very challenging It is important to have some way to measure

progress toward achievement of goals “If you have no goal you will hit it every

time”

Goals

Example: Strategy – Leadership Development Goal:

To hold 4 leadership development training sessions with minimum of 10 participants in each by June 30th.

Actions: Recruit training facilitators by Dec 15 Determine topics & dates for each session by Dec 31 Promote overall program in January Invite targeted individuals 30 days prior to each session

{assumption: the “who” of these actions is the person developing them in this case}

Actions

The legs beneath the priorities (goals) that lead to fulfillment of mission & vision.

Must be effective and focused Execution = Discipline + discipline

+discipline Must be clearly communicated to those

needing to execute Leaders must provide adequate training,

resources and ongoing support

Delegation

Who is responsible for completing the action?

How do you determine who should do what? Training? Position? Giftedness? Experience?

How do you get people to do what you need them to do in a primarily volunteer organization?

Follow-up

How do you know what you have asked is in fact getting done?

How can you be confident people understand what they need to do or how they need to do it?

Opportunity to redirect if needed Opportunity to reinforce correct behaviour Celebrate successes and progress AKA – Systems & Accountability

Goal Setting

Planning tool Do you have one? Example of one….

Example of a Planning ToolStrategic Priority: Leadership Development

Date Goal(s) to achieve Priority Required Action Steps to achieve Goal(s) Date due ResponsibleComplete

d

15-Nov-12

1. To hold 4 leadership development training sessions with minimum of 10 participants in each by June 30th. a. Recruit training facilitators

Dec-15 Bob  

    b. Determine topics & dates for each session by Dec 31

Dec-31 Bob  

   c. Promote overall program in January

Jan-31 Bob  

    d. Invite targeted individuals 30 days prior to each session

TBDBob &

facilitators

Follow-up

Delegation without timely and effective follow-up is dangerous. Agree / Disagree??

Is this micro-management?

Is there a place for micro-management?

Evaluate

“If it is worth doing, it is worth evaluating!”

“Experience is the best teacher” or

“Evaluated experience is the best teacher”

Evaluate Evaluate Evaluate: this must become part of the culture of discipline

Planning Map Purpose/Mission

Delegation

Strategy

Goals

Actions

Vision

Evaluate

Follow-up

Foundation: Values {Corporate & Individual based on Bible} & PrayerH R Fast Jan 2013

Steps in the Decision-Making Process

1. Define the Problem2. Clarify your objectives3. Identify the alternatives4. Make a choice5. Devise an Implementation Plan6. Execute on the Plan7. Evaluate

Nature and Purpose of Planning(another view)

Plan A method for doing or making something,

consisting of a goal and a course of action.

Goal A specific result to be achieved; the end

result of a plan.

Objectives Specific results toward which effort is

directed.

Nature and Purpose of Planning (summary)

Planning The process of setting goals and courses of

action, developing rules and procedures, and forecasting future outcomes.

What Planning Entails Choosing goals and courses of action and

deciding now what to do in the future to achieve those goals.

Assessing today the consequences of various future courses of action.

What Planning Accomplishes(why bother?)

Allows decisions to be made ahead of time. Anticipates the consequences. Provides direction and a sense of purpose. Provides a unifying framework; avoiding

piecemeal decision-making. Helps identify threats and opportunities and

reduces risks. Facilitates managerial control through the

setting of standards for monitoring and measuring performance.

Lessons from Nehemiah (chap 1 – 4)

Group Exercise Using the Planning process from

today what components do you see in the managerial process of Nehemiah?

Lessons from Nehemiah (chap 1 – 4)

Key points for Capturing & Implementing a God-Given Vision:

a) he identified the problem (1:2-4)b) he was burdened and spent time in prayer (1:4-

11)c) he was led by Godd) he approached key influencers (2:1-9)

shared vision and passion received support and resources

e) analyzed the situation (on site) to determine action plan (2:11-15)

Lessons from Nehemiah (chap 1 – 4)

Key points for Capturing & Implementing a God-Given Vision:

f) met with people to share vision (2:16, 17)g) encouraged them with past successes (2:18)

burden of current reality clear picture of future hope credible plan for how to get there

h) received buy-in from the people (2:18b) story telling

i) operationalized the plan (3:1-32)

NOTE: Woven throughout is Nehemiah’s reliance on God through constant prayer. He remained intimately connected to God.

Reading Reflections

Spiritual Leadership The Leader’s Vision Ch 4 The Leader’s Decision Making Ch 8

The Advantage Discipline 1 – Build a Cohesive

Leadership Team Discipline 2 – Create Clarity (pp 72 –

139)

Questions…..