Fremont United Methodist Church
March 2, 2014
CONSULTATION REPORT
Introduction
We, the VCI consultation team, thank Marty Cobb, staff, lay leaders and the congregation of Fremont United
Methodist Church for the invitation to consult with this Body of Christ. The following observations and prescriptions are the result of this consultation team’s study of the following information: a) Fremont’s self-study document provided by its leaders, b) a MissionInsite demographic report of the area population, c) the February 16, 2014
‘Mystery Guest’ report by Faith Perceptions (the result of worship visits from 11 persons from the community), d) interviews with pastors, staff and ministry leaders, e) a focus group with members of the congregation, f) a meeting with the Administrative Board, and g) input from the consultation workshop.
Our prayer is that God will use this consultation report to help Fremont United Methodist Church to more effectively make disciples of Jesus Christ for the transformation of the community and the world.
Strengths
Fremont United Methodist Church’s strengths follow.
1.
Hospitality and Friendliness
Fremont UMC is exceedingly friendly and exhibits gracious hospitality. The Consultation Team experienced that hospitality first-hand with a generous welcome with food provided throughout our time with you. The Mystery
Guest Report indicates that Fremont UMC does better than the average of churches of all sizes in greeting guests upon arrival and general friendliness. One Mystery Guest said, “I’m not sure if there was a specific designated greeter, as we were approached by around a dozen people upon entering. Everyone was very welcoming and friendly.” Another Guest said, “There was not a single moment in which we felt alone or left out, and the sincerity of everyone’s welcome made us feel very special.” Your ability to make people feel welcome is a great asset to your community.
2.
Facilities
The Consultation team, in our tour of the Fremont church building, was immediately impressed with the wellmaintained facility. From the outstanding space for adult ministries to the creative age appropriate décor of the children’s class space, the church is prepared for guests and regular attenders alike. The nursery was particularly attractive and strategic as a quality space for ministry. The Consultation team became aware of the plans that are moving forward to remodel Wesley Hall. We affirm the careful thinking and planning that is driving that work.
Altogether, Fremont UMC has a remarkable base for ministry in its current facilities.
3.
Leaders
Fremont UMC is blessed with passionate leaders. This was demonstrated by the responsiveness of your VCI Team to the whole VCI process. The creation of a travel team and a home team to study and discuss the materials was a great idea. We hold this out as an example to other churches. The team made a good effort to communicate with the congregation about the process through newsletter articles and a brochure. Pastor Marty’s passion for his ministry, this congregation, and those who are not yet here is evident when talking to him. His availability to the community is to be commended. We also found through our interviews that your nursery staff has taken initiative in the absence of a comprehensive policy to put procedures in place for the protection of children and the parents’ peace of mind. The presence of good leaders bodes well for the potential effectiveness of Fremont’s ministry in the community.
4.
Unity Around Projects
Fremont UMC is blessed with leaders who take initiative and a culture that embraces new projects. This quality is evidenced by the emerging Ark project, the re-roofing project, and mission trips, to name a few.
In our interviews
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we found evidence of a willingness to give sacrificially when needs arise. It is our expectation that Fremont UMC will continue its attitude of unity.
5.
Online information
Fremont UMC has an impressive online presence, using your website and Facebook to communicate with both the congregation and the public about the church. Facebook posts are an effective way to encourage and inform.
Your website is attractive and easy to navigate. One of the Mystery Guests said, “The website for this church is fantastic. My favorite part is the ‘what to expect’ section. It literally puts you at ease as a first time guest and makes you feel like all that is required is your presence and nothing else.” Since potential guests will often check you out online before entering your doors, this online presence is very important in reaching the next generation.
Concerns
The consultation team’s concerns about Fremont United Methodist Church follow.
1. Lack of Vision and Goal-Setting for Staff and Leadership
We affirm the energy for ministry at Fremont UMC. However, there is no clear vision and focus. As a result, groups independently carry out their own sense of vision. Fruitful churches prioritize their activities according to their mission and vision. When God’s vision for the church is the guiding principle, there is a willingness to let go of strategies that aren’t bearing fruit. The function of vision is to guide goal setting. It is difficult to evaluate something when no goals have been set. Decisions informed by a clear vision are required to use the resources available. Your Readiness 360 report says, “Many [individuals] at your church have a good sense of where God is calling you to go, but others are not aligned with [these points] of view.” It further points out that your congregation has:
 a low priority for reaching new people
 a disconnect between your stated mission and your core practices and activities
 more focus on pleasing people or maintaining the status quo than on making decisions in line with your vision.
The absence of a vision statement and goal-setting contributes to the decline in vitality and loss of direction.
2.
Dysfunctional Structures
Fremont UMC is to be commended for its variety of ministries and committed staff and leaders. Fremont UMC gives evidence of having structures that are unclear or counter-productive to its forward development. The Consultation team heard a variety of comments including the following:
 inconsistent or non-existent job descriptions (i.e. a key leader not knowing who is responsible and accountable for ministry action)
 power struggles over ministry decisions (i.e. who has the final word over what is in the bulletin)
 a lack of clear communication and coordination between committees and congregation (i.e. “We did not know about the VCI process…”)
 the authority for decision making being too far removed from the individuals doing ministry. (i.e. One person said, “It is easier to ask forgiveness than to request permission.” )
The church structures of the past do not likely serve you well in the present. Past emotional wounds are triggered in the absence of life-giving structures and boundaries.
3.
Inconsistent Worship
Many Mystery Guests commented on the quality of the worship music. However, a variety of sources shared with us that worship under-delivers in terms of expectations. Mystery Guests, on one hand, reported that the worship
“would appeal to those over 50” and “primarily the elderly would enjoy this music.” Other guests reported, “The music was contemporary… sometimes it seemed like the musicians were in their own little world and not really leading the attendees. The attendees seemed more intent on reading the program, drinking coffee or just watching. It seemed there was a disconnect between the style of music and the older age group of attendees.” A number of responses in the Readiness 360 report indicated that Fremont UMC attendees consider the existing worship style an impediment to reaching young families. In other words, trying to please both older and younger people in one worship service is not working. According to one Mystery Guest, the worship service did not “connect the dots.” There did not seem to be a connection between each element of the worship experience. Finally, the
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Consultation Team believes that entry to the sanctuary feels initially cramped and unfriendly to guests. Tight pew space and a sound board that blocks entrance and exit contributes to an experience that is awkward.
4.
Absence of Risk-taking Outreach
Your commitment to serving in the community is outstanding and this is an excellent start. Engaging in risk-taking mission at Fremont UMC puts the body of Christ in the hearts and minds of the community. Risk-taking mission involves direct personal contact with the individuals receiving the ministry. Fremont UMC participates in numerous community activities (i.e. Love INC, MAPS, food truck, Hay Art, Scouting, and others). However, these ministries are more transactional (meaning ministry “to”) than relational (meaning ministry “with” individuals). Transactional mission seldom translates into making disciples for Jesus Christ.
5.
Lack of a Clear Discipleship Pathway
Fremont UMC offers various classes and opportunities for spiritual development. However, there is no clear pathway for growing into spiritual maturity. The lack of a discipleship pathway results in impoverished faith development and a loss of leadership and service within your congregation. A clear discipleship pathway encourages everyone to become more Christ-like. Developing as a disciple will result in maturing as a servant leader. When a leadership position requires a change, there are few job descriptions and inconsistent mentoring instruction to equip prospective leaders. Busy, potential leaders would be more likely to consider accepting positions that have clearly defined job descriptions.
Prescriptions
To address the above concerns, Fremont United Methodist Church will implement the following prescriptions undergirded by a prayer ministry.
1.
Alignment of Mission, Vision, and Goals
The Consultation Team sees no clear vision and mission alignment. This has hampered effective ministry at
Fremont UMC. In order to address this issue the following measures will be taken to clearly identify both vision and mission. a.
Upon adoption of this consultation report the congregation will adopt as its own the United Methodist mission statement, “to make disciples of Jesus Christ for the transformation of the world.” b.
The coach, or his designee, will hold a “Service of Prayer and Repentance” by May 25, 2014, to embrace the
Great Commission for making disciples. c.
Visioning Workshop a.
The pastor, in consultation with the coach, will appoint a vision writing team to follow up on this workshop. This shall be completed no later than June 1, 2014. b.
The coach, or his designee, will hold a Visioning workshop to be held no later than June 15, 2014.
This workshop will begin the process of writing a vision statement for your congregation. The visioning c.
team will complete the writing of the vision statement to be no longer than 8-10 words.
The vision statement shall be affirmed by the Administrative Board no later than August 1, 2014.
Goal Setting Workshop d.
a.
The coach, or his designee, will facilitate a goal setting workshop no later than October 1, 2014. This workshop designs goals based on the vision. b.
Goals shall be accomplished by their respective deadlines. e.
The pastor, in consultation with the coach, shall recruit 3 to 5 people to begin a comprehensive ministry audit by August 15, 2014. Resources may include THE COMPLETE MINISTRY AUDIT by Bill Easum. Ministries will be evaluated by their effectiveness in accomplishing the vision and mission of the congregation. f.
The Pastor and the Staff Parish Relations Committee (SPRC) will write all staff job descriptions to be in alignment with the mission by October 15, 2014, based on the ministry audit. g.
Alignment of all ministries will be fully implemented by November 30, 2014. h.
Any ministries not in alignment will be celebrated and dissolved by December 31, 2014.
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i.
All aligned ministries will set annual goals to live into the vision of the church. j.
Annual reviews of staff to confirm ongoing progress in reaching the vision under the leadership of the pastor and staff. Annual reviews shall begin no later than February 1, 2015.
2.
Accountable Leadership
In order for structures to fully support the mission, Fremont UMC will do the following:
The coach, or his designee, will facilitate an Accountable Leadership workshop by October 30, 2014. At the discretion of the coach and the pastor, this workshop will be for either leaders or the entire congregation. The workshop focuses on role clarity for the pastor, staff, the Administrative Board, leaders, and the congregation.
Adopting a policy governance board shall be on the agenda of the 2015 church conference for full implementation by January 1, 2016.
A suggested resource is WINNING ON PURPOSE by John Kaiser.
3.
Worship
Fremont UMC will move toward a new strategy to leverage morning worship to reach diverse ages with the relevant gospel of Jesus Christ. a.
The pastor and worship leadership will form a Worship Evaluation Team by April 25, 2014, to grow in their understanding of worship planning and design. The end goal is for consistent, cohesive, quality worship experiences. i.
This team shall:
Review the February 16, 2014 Mystery Guest Report from Faith Perceptions (Cape Girardeau, Missouri) to note areas of concern related to all aspects of worship. This shall be completed no later than May 1, 2014. ii.
Using resources such as THE BIG IDEA by Dave Ferguson and BORE NO MORE by Mike and Amy Nappa, they will evaluate their existing worship planning and establish a design and evaluation process for weekly iii.
worship by June 1, 2014.
Visit by July 1, 2014, at least three other churches who are presently providing effective worship for those under the age of 45. b.
The pastor, in consultation with the coach, shall research by April 30, 2014, the dates of, and make plans to attend, one of the evolving workshops entitled “How to Start a Second Service.” A recommended first contact is Gary Step, West Michigan Conference Director of New Church Development.
Another option for a worship workshop is one facilitated by the coach or designee, focusing on worship experiences that connect people with God and each other. If you choose this option, it will be facilitated by
September 30, 2014, for the worship committee and key worship leaders, including the praise band leader. c.
The pastor, in consultation with the coach, shall identify a church planter or congregational redeveloper who has demonstrated effective skills in reaching those under the age of 45. The worship committee and key worship leaders including the praise band leader shall be in conversation with this person or persons to develop effective strategies to launch an alternative worship experience. Some additional considerations shall include moving to a blended service, starting a second contemporary service, or investigating other styles. This consultation shall be scheduled no later than November 1, 2014. d.
The worship evaluation team shall decide its strategy and implementation timeline for accomplishing the goal to launch an alternative worship experience by February 1, 2015. e.
The worship evaluation team will inform the Administrative Board of their plan at its next meeting after
February 1, 2015.
4.
Risk-taking Outreach a.
The pastor, in consultation with the coach, will create a team of 3-4 people by April 15, 2014, to develop two
“bridge building” events to share the love of God with the community. These will take place offsite. The focus will be on connecting the congregation with the people of the community who participate in each event. The first event will take place no later than July 31, 2014. The second event will take place no later than April 30,
2015.
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b.
The pastor, in consultation with the coach, will create an Outreach Evaluation Task Force of 3-4 people by April
30, 2014. One member each from the Missions and Evangelism Committees will be part of this Outreach
Evaluation Task Force. This Task Force will evaluate each current ministry intended to connect the congregation with the community. The Task Force will identify strategies for meeting the needs of the individuals served, and help them discover Christ. This evaluation process will begin no later than May 31,
2014, and will be completed no later than October 31, 2014. Once connection points are developed for each ministry, these will be shared with the appropriate leaders. These new connection points will begin as soon as possible for each ministry and no later than December 31, 2014. Some examples of building relationships and sharing God’s love in the community may include the following: o offering a way for clients of the food truck to share their prayer concerns or participate in a Financial Peace
University class. o inviting Kids Hope students and their families to a fun outing. o connecting the Scouts and Sunday School students at an event.
The Director of Christian Education and the Education Committee will implement an all-church study. This c.
study is intended to equip the congregation to share the Good News with others. Suggested resources are
GET THEIR NAME by Bob Farr, Doug Anderson, and Kay Kotan or JUST WALK ACROSS THE ROOM by Bill
Hybels. The study will begin no later than October, 2014. In conjunction with the study, the pastor will preach a sermon series of no less than three messages beginning in October, 2014. These messages shall focus on equipping the congregation to reach out by inviting those with whom they already have relationships to attend a worship service or church event.
5.
Discipleship Pathway
A fruitful practice in a healthy congregation is an intentional faith development plan. Fremont UMC will develop and implement the following process to create a clear pathway for discipleship that leads to spiritual maturity.
a.
The Pastor, Lay Leader, Director of Christian Education and 2 members of the Lay Leadership Team (the former Nominating Committee) shall select a spiritual gifts inventory by August 1, 2014. b.
This inventory shall be completed by the congregation no later than September 1, 2014
. All persons currently serving in leadership positions are required to complete the spiritual gifts inventory. c.
The Lay Leadership team shall use the results of this spiritual gifts inventory beginning with the fall 2014 d.
nominations process. The lay leadership team shall assess the deployment of current leaders accordingly.
The Director of Christian Education shall recruit and train two Spiritual Gifts coordinators by January 1, 2015, for the ongoing use of the inventory in ministry deployment. e.
The Director of Christian Education, in consultation with the pastor, will recruit no later than August 1, 2014, a team of three to create a clear discipleship path for moving people from where they are on their spiritual journey to becoming a fully devoted follower of Jesus Christ. The discipleship path will be designed for everyone, whether a non-believer or one who is maturing in his or her faith. This discipleship path will represent a lifelong process for all ages. The team will discern a faith development plan within the Wesleyan model and encourages all persons:
 To connect and grow in their personal relationship with God through Jesus Christ
 To be transformed by studying the Bible and the principles of the Christian faith;
 To connect with other believers for support and accountability, and
 To be in service to others for the purpose of accomplishing the mission of the church.
Two resources for establishing this lifelong process are:
 the Renovare “Living Like Jesus” model of spiritual life.
 a day-long retreat facilitated by the coach and pastor to name the component qualities of a spiritually mature believer.
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f. The Director of Christian Education and the Christian Education Committee by March 15, 2016, shall devise a plan for structuring the children’s and youth ministries to be in age-appropriate alignment with the discipleship path.
Conclusion
We, the consulting team, want to thank you for the opportunity to serve your congregation through this Vital
Church Initiative assessment process. Our prayers and hope for your congregation are that God will use this process to help your church become more effective and fruitful. b the blessing you are blessed to be.
Naomi García, Lead Consultant
Mara Marsman, assistant scribe
Town Hall Meeting Dates
Joe Bistayi, coach
Ken Vanderlaan
March 30, Sunday 11:00 to 12:30 PM
April 2, Wednesday 6:30 to 8:00 PM.
April 10, Thursday 1:00 to 2:30 PM.
Pamela Stewart, scribe
Ben Ingebretson
Church Conference Date
April 13, 2014 10:45 am, after worship
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