First Baptist Church Bryan

Ministry Review Final Report

September 1, 2013

PRIOR TO READING THIS REPORT

PLEASE TAKE NOTE

The Transition Team is appreciative of the work of the temporary committees and their associated working groups. All reports and suggestions are being made available to the church body and have been forwarded to appropriate committees and staff members for review. Encouraged by the Transition Team some recommendations within the routine church-authorized service of our staff and lay leadership are being enacted. Any major recommendations rising to the level of church approval will not be performed without first being presented to the church in an announced business meeting. Please accept the content of this report as counsel from members of our church asked to provide thorough consideration to the assigned matter. They have each offered their considered suggestion for the betterment of our church. We are grateful to their dedicated and heartfelt labor on our behalf.

Leadership Ministry Review Report September 1, 2013

The Transition Team Leadership Subgroup (Subgroup) began work on the Leadership Phase of the Intentional Interim Process by conducting reviews of First Baptist Church Bryan ministries. Ministry Review Forms (see attached) were e-mailed to a list of Ministry Lay Leaders provided by church staff with the goal of receiving feedback that would assist us with the following objectives: 1. 2. 3. 4. 5. Determine any changes needed in the organization of ministries at FBC Bryan Consider future lay leadership needs and potentially expand the leadership base Help implement changes necessary to allow for accomplishing ministry goals Establish methods of discovering, enlisting, and training lay leadership Evaluate professional staffing needs

Ministry Reviews and Findings

The Subgroup received 59 responses from ministry lay leaders and staff. The Subgroup met with each of our ministers and with lay leaders who desired to share additional insight and discuss church ministry (see attached schedule). After careful review of the ministry forms and meetings with lay leaders and ministers, the Subgroup has made the following observations. 1. Many of our ministers are attempting to split their time between two different jobs (ex: Minister of Education/Administration, Associate Pastor/Business Manager, College & Young Adult Minister). Administration has multiplied in its complexity and our ministers are being asked to spread themselves too thin. 2. There appears to be a lack of coordination between church ministries and a sense of autonomy both in the ministries of our church and in our Adult Bible Fellowships (ABF). Specifically, a lack of consistency in following the current organizational structure across our Education Ministry. It does appear however, that the Childrens Ministry seems to be functioning, and thriving in their current organizational structure. 3. Many church members do not participate in an ABF on Sunday mornings even though they attend a worship service. Consistent and forceful emphasis from the pulpit has in the past had positive impact on attendance and recognition of the importance of participating in an ABF. 4. There is a need for additional Lay Leaders in relation to our church ministries, especially in our ABF and small group leadership areas. As we are moving through the Intentional Interim process, it has become apparent that the leadership base in our church is 3

insufficient to meet our needs. We need more members willing to work and serve in our church ministries. 5. There is a need for additional and better communication on all levels throughout the church to and from staff and ministries/lay leaders, to and from church members, and to and from our community, etc. 6. Even though our church has a large membership, a variety of ministry opportunities, and many talented and capable leaders (both vocational staff and lay members), our current organizational structure and culture may be limiting the impact our church could have in our community, our State and even in the world. The way ministry, educational, pastoral, business, and administrative duties and tasks are distributed among staff and other leaders is inefficient, with extensive overlap, and has many characteristics more common in a smaller, pastor-centric church. 7. Two of our ministries, Youth Ministry and College Ministry, expressed a need for their own separate, designated ministry space.

Recent Improvements and Current Efforts

The subgroup was encouraged to find that steps are already being taken by our ministers and staff to address some of the issues above and include the following: 1. The education staff has met a number of times to discuss strategies and the coordination of education ministry across the church membership. They are also working on mapping ministries which develops curriculum and strategies between different church ministries. For example, the childrens ministry works with the youth ministry to coordinate the move of sixth graders to the youth group and the youth ministry works with the college ministry regarding the graduation of senior youth into the college ministry. 2. The church is in the process of filling the vacant Director of Media Ministry position. Filling this position should be helpful in giving leadership to worship service broadcast activities and coordinating media services. 3. Recent approval to acquire the newest Shelby Arena membership software upgrade represent a major new tool that should begin immediately to enhance current efforts at more effective communication and coordination. 4. A new members class is currently being developed and will be offered to new church members in the near future.

Recommendations
In view of the observations above, the Subgroup makes the following recommendations regarding ministries and leadership, including both ordained and lay leaders. 4

1. Review the current Staff Structure giving particular attention to improved ministerial support for adults ages 25 to 55, the need for a media and technology specialist to assist with our vast communications and media needs, and elimination of dual-purpose minister positions so that our ministers can better concentrate their time and effort. A strategic alignment of the staff is needed to allow the administration function to be accomplished separate from education and ministry. Education is fundamental to making disciples and the church needs to focus on the education ministry as a whole (from cradle to grave). As we move into the future and secure our Senior Pastor, consider the possibility of hiring an Assistant Pastor to assist the Senior Pastor with more of the administration of the church and with Pastoral duties. 2. Consider the potential benefits of having separate ministers for college students (perhaps up to age 25 to include graduate students), young adults (starting roughly at age 22 or 23 and going up to 35 or 40), and median adults (up to 55 or older depending on work/retirement status), in addition to senior adults. 3. Ensure that new ministers and staff receive the appropriate training, encouragement, and mentoring needed to inform them of our church history, goals, vision, and expectations. As new staff positions are filled in the future, the church should endeavor to attract candidates who have experience on the level to which we aspire and in an organizational framework consistent with present and future plans. 4. Consider the current ministry organization as a whole, but specifically in the following areas: a. Adult ABFs and the possibility of creating a structure similar to the structure of the Childrens Ministry, including division directors, with the Minister of Education establishing the parameters that ABF Leaders are expected to follow. b. Organizing ministries so that they are encouraged to coordinate ministry goals where feasible. For example: Womens ministry has many different facets that function independently rather than under one Womens Ministry umbrella. It makes sense to coordinate our ministries so that they can complement each other and work together, involving more lay leaders and volunteers to further the overall ministry of First Baptist Church Bryan. c. Encourage communication between ministries and ministers so that connections can be made between all ministries. If each of our ministries is aware of the mission and goals of other ministries in the church they could work together on common goals and objectives. 5. The church must increase our leadership base and encourage as much participation by the members as possible. We need to follow-up with our lay leaders and volunteers to ensure that they receive the appropriate encouragement, training and development needed to mature as lay leaders and mentor-leaders especially in the area of missions and evangelism. Many of our ministry leaders expressed the desire for support from the Senior Pastor specifically from the pulpit in support of church ministries, and encouragement on the importance of participating in Bible study, small groups, and of serving as lay leaders and volunteers. 5

6. Develop means of communication that would allow for more effective communication across the church membership, within the staff ministries, between staff and ministry/lay leaders, to and from church members, and to our community. Adding or creating a Communications Specialist position would help improve communication both within the church and with the public. The goal would be to maintain a consistent and accurate messaging strategy to publicize and promote events and activities, as well as protect the corporate reputation of our congregation. This should employ the full variety of media modalities, including electronic and printed materials (website, social media, newsletter, bulletins, printed materials, etc.). 7. Consider the creation of a new member orientation that would include sessions designed to share the expectations of members, inform new members of ministry opportunities, be more intentional in reaching out to new members and encourage them to plug into church ministry, offer discovering ministry gifts events on a regular basis, and educate new and current members about Faith-At-Home. 8. Reconsider current facility space usage and explore the possibilities of designating and/or providing space for the sole use of the Youth and College Ministries. It is recognized that resource limitations will impact the extent to which recommendations can be implemented, as well as the timing of possible changes. Leadership subgroup hopes the church will begin to study and discuss options for the organizational structure of ministerial staff and church organization, with the intent of being flexible (be informed by but not constrained by) and allowing for consideration to be given to the new pastors vision, with the hope that the two will be compatible and overlap extensively. First Baptist Church Bryan has the capability and potential to be even more effective in reaching our community and world for Christ as we move boldly into the future together. We encourage the church, new Pastor, as well as current and future staff members to move toward thinking and functioning more like a regional, multi-enterprise type church in terms of organizational structure and culture. This approach is characterized by a multidimensional organization with a variety of different but coordinated subgroups and ministries that share a common, unifying overall culture and identity. The Senior Pastor provides overall leadership and vision, primary Bible-based preaching, and generally sets the course for the church, with ample support and partnership provided through other staff and lay leaders. We believe great things are in store for First Baptist Church Bryan if we seek and follow Gods direction for the future.