A Gantt Chart that lists the tasks of the
Implementation Teams and tracks the
current progress on those tasks.

WE NEED TEAM MEMBERS!
If you would like to serve on a team, please contact the team leader!
To see a list of tasks for each team, check out the Progress Chart -›

Strategic Leadership Team (SLT)

Lead Implementation Team (LIT)

Tad Anderson
Darin Dykstra
Pastor Kirk Flaa
Steve Sherman

• Exercise general oversight over the implementation process.
• Assess the overall progress of the implementation process and keep the pastor informed of the same.
•  Be a “Troubleshoot” when necessary.
• Schedule and conduct the MIR meetings.
• Set up and monitor a strategic planning website.
• Assemble and edit the final draft of the strategic plan (if necessary).
• Regularly communicate to the SLT and congregation what is being implemented.
• Regularly evaluate and seek to improve the overall implementation process.

Intercessory Prayer Team (IPT)

Tiana Hodgins - Leader
Rachel Sudenga - Leader

 Pray for the implementation process.

• Pray specifically for the SLT while it is meeting-usually Friday evenings and Saturday mornings.
• Pray for the senior pastor, staff, and SLT as they’re involved in the process.
• Pray for the various implementation teams and their leaders.

Congregational Communication Team (CCT)

Tad Anderson
Tress Anderson
Owen Moon
David Seruyange
Jonathan Steventon
LaMae Volk - Leader

Design and implement a congregational communication plan.

• Draft your core values statement
• Decide how you will best communicate in particular your values and mission to the congregation.
• Investigate and evaluate how the church currently communicates.
• Apply the Communication Tool to your board meetings, staff meetings, team ministries, etc. (what needs to be communicated, by whom, to whom, where, when, how, how often, and why?).
• Recruit a communication czar (a lay or staff person who clears and coordinates what gets communicated publically).
• Determine some “best practices” for communication (web site, bulletin board, bulletins, newsletters, e-mails, sermons, a magazine, announcements, annual congregational survey, new members class, etc.).
• Investigate other churches in your area that are known for good communication and find out what they are doing that would help you.
• Decide how best to communicate with those outside the church and implement a marketing strategy to get your message to them.
• Draft the vision statement.
• Decide how you will best communicate your vision in particular to the congregation.
• Regularly evaluate and improve your communication process.

Community Outreach Team (COT)

Tammy Cooper Mosser - Leader

Develop and implement a strategy to reach your community.

• Identify your Jerusalem (Acts 1:8)-set “soft” community boundaries.
• Discover who lives in your community-demographics and psychographics (Community Report).
• Keep abreast of your community’s demographics and psychographics.
• Identify the issues your community struggles with and how your church will address them.
• Identify some key initial and long-term ministries that would help you reach your community.
• Discover your congregation’s self-identity-how you view yourselves (missionaries, disciples, servants, witnesses, evangelists, members, etc.).
• Identify your relational communities.
• Discover who makes up your relational community.
• Determine how you might reach your relational community.
• Identify other implementation teams you need to communicate with and meet or somehow connect with them periodically.
• Develop a one paragraph vision statement for community outreach.
• When you have addressed most if not all these goals, you’ll have your plan to accomplish community outreach. Draft a paper that will capture the church’s strategy for community outreach, and present it to the appropriate person(s) (pastor, executive pastor, SLT, board, etc.) for evaluation, input, and final approval.
• Regularly evaluate and update long term your community outreach strategy.

Disciple Making Team (DMT)

Phil Jensen - Leader
Dave Mattson - Leader

Develop and implement your strategy to make disciples.

• Identify the characteristics of a mature disciple.
• Identify your primary ministries-“pathway for making disciples” (new members workshop, preaching/ worship service, Bible study, small groups, etc.)
• Determine which characteristics are accomplished by each primary ministry.
• Evaluate and tweak or develop the primary ministries (your “disciple making pathway”). Do the same with the secondary ministries.
• Create or embrace a figure or image to communicate the strategy.
• Decide how you’ll measure or evaluate progress.
• Identify other implementation teams you need to communicate with and meet or somehow connect with them periodically.
• Develop a one paragraph vision statement for making disciples.
• When you have addressed most if not all these goals, you’ll have your plan to accomplish disciple making. Draft a paper that will capture the church’s strategy for making disciples, and present it to the appropriate
  person(s) (pastor, executive pastor, SLT, board, etc.) for evaluation, input, and final approval.
• Regularly evaluate and update long term your disciple making strategy.

Congregational Mobilization Team (CMT)

Dave Clark - Leader
Tress Anderson - Leader

Develop and implement a strategy to mobilize your congregation.

• Articulate and communicate to all the importance of mobilizing your congregation.
• Identify the problem of mobilization.
• Determine what percent of your congregation is mobilized.
• Embrace and communicate the biblical solution for mobilization.
• Understand and be able to explain the divine design concept.
• Develop and put in place a three-phase mobilization process: discovery, consulting, and placement.
• Train ministry leaders in the process (children, youth, adults, etc.).
• Decide on the appropriate mobilization tools (gifts inventory, passion audit, temperament tool, etc.).
• Develop a one paragraph vision statement for church mobilization.
• Identify other implementation teams you need to communicate with and meet or somehow connect with them periodically.
• When you have addressed most if not all these goals, you’ll have your plan to mobilize your congregation. Draft a paper that will capture the church’s strategy for mobilizing its people, and present it to the appropriate person(s) (pastor, executive pastor, SLT, board, etc.) for evaluation, input, and final approval.
• Regularly evaluate and update long term your congregational mobilization strategy.

Location and Facilities Team (LFT)

Trent Swanson - Leader

Develop and implement a strategy to determine your best ministry setting.

• Determine how best to address your location issues.
• Draft a church campus master plan (architect).
• Evaluate the church’s “visitor friendliness” and propose corrections.
• Evaluate the church’s cleanliness and propose corrections.
• Evaluate whether facilities are functional and propose corrections.
• Identify any facility “blind spots” and propose corrections.
• Evaluate current parking and propose corrections.
• Evaluate seating capacity (80-90% rule) and propose corrections.
• Evaluate acreage (1 acre per 100 people) and propose corrections.
• Identify other implementation teams you need to communicate with and meet or somehow connect with them periodically.
• Develop a one paragraph vision statement for setting.
• When you have addressed most if not all these goals, you’ll have your plan to best determine your ministry setting. Draft a paper that will capture the church’s strategy for determining its best ministry setting, and present it to the appropriate person(s) (pastor, executive pastor, SLT, board, etc.) for evaluation, input, and final approval.
• Regularly evaluate and update long term your setting for ministry strategy.

Finances Stewardship Team (FST)

Craig Dewit - Leader
Mark Sivertson - Leader

Develop and implement a strategy to evaluate and raise significant finances for ministry.

• Determine who will lead the fund-raising effort.
• Construct the budget around the four major budgeting areas.
• Determine the proper allocation of funds to each area.
• Analyze and assess your current giving.
• Decide how you’ll raise funding for ministry (12 ingredients).
• Consider alternative sources for funding (capital campaigns, trusts, etc.).
• Develop a one paragraph vision statement for your stewardship ministry.
• Identify other implementation teams and/or committees you need to communicate with and meet or somehow connect with them periodically.
• When you have addressed most if not all these goals, you’ll have your plan to evaluate and raise finances for your church. Draft a paper that will capture the church’s strategy for fund raising and present it to the appropriate person(s) (pastor, executive pastor, SLT, board, etc.) for evaluation, input, and final approval.
• Regularly evaluate and update long term your funding strategy.

Creativity and Innovation Team (CIT)

Jerre Bertus - Leader

Build a creative, innovative church that can adapt quickly to change in the culture.

• Determine if the church keeps up with and relates well to the culture (congregational scorecard and surveys of congregation).
• Interview people within and outside the congregation and ask what you are doing that’s become outdated and irrelevant. (What’s not changed in the last 5 years?)
• Develop and apply a biblical theology of change (function, form, and freedom).
• Constantly challenge your views and assumptions about what you think is true about your community, your congregation, your ministries, your leaders and the way you do things inside your organization. Take nothing for granted.
• Develop a process for generating hundreds of new, strategic ministry ideas each year (brain storming sessions, etc.)
• Gain congregational permission to experiment with and try new things. (This means they and you will have to become comfortable with failure. It’s far better to have tried and failed than not to have tried at all.)
• Consider and evaluate creative and innovative ideas from the congregation and others.
• Identify innovative and creative churches in America and discover what they are doing and how they may help you in your ministry.
• Allocate funds in the budget to fund new ideas (recommend 1 to 5% of the ministries budget).
• Read books and articles on creativity and innovation (e.g. Fast Company) and on innovative, creative churches.
• Invite new staff and members and even outsiders to tell you what they think you need to change to be more effective as a church.

Leadership Development Team (LDT)

Dan Buehner - Leader

Craft a process to develop leaders in the church.

• Articulate why leadership development is so important.
• Articulate why churches are not developing leaders.
• Determine if you believe that leaders are born or made.
• Define leader development.
• Articulate Jesus’ leader development phases, principles, and steps.
• Determine if your empowered leaders (board, staff, pastor, patriarch, etc.) will support the leader development process.
• Decide who will initiate, support, and lead the development process.
• Determine if who will actually develop leaders.
• Arrive at a consensus definition of leadership.
• Identify the various leadership levels in your church.
• Discover new, emerging leaders for development.
• Deploy new leaders into their positions of leadership.
• Develop new and present leaders for their ministries in the church.
• Regularly evaluate your leadership development process.
• Consistently reward those in the leadership development process.
• Identify other implementation teams you need to communicate with and meet or somehow connect with them periodically.
• Develop a one paragraph vision statement for leader development.
• When you have addressed most if not all these goals, you’ll have your process for developing leaders in your church. Draft a paper that will capture the leader development process, and present it to the appropriate person(s) (pastor, executive pastor, SLT, board, etc.) for evaluation, input, and final approval.
• Regularly evaluate and update long term your leader development strategy.