May 14th, 2009 by Doug
Carl Kuhl is the lead pastor of Mosaic Christian Church in Hanover, MD. They meet in the Egyptian 24 theater, which has the distinction of being one of the busiest theaters in America. I sat down with Carl this morning and asked him a few questions about doing church in a movie theater.
If you were to give a church planter advice on doing church in a theater, what would it be?
Build a good relationship with the GM. That’s been something I’ve primarily done. We get along well. I like him and he likes me. We’ve build trust. When we first started, we asked to do our service at 10am. He told us no because he didn’t trust we could be out on time. After meeting there 9 months, we asked again. We have our first service at 10am this Sunday.
What have you done to build that relationship of trust?
We have a rule that we always leave the theater in better condition than when we arrived. One room in particular always needs swept and cleaned during setup. We also are honest and always ask for things. In previous ministries I didn’t always do that. I thought it was better to ask for forgiveness rather than permission. That damaged relationships more than building trust. So if we need something from the theater we ask first.
Are people beginning to identify you as the church that meets in the theater?
Yes, we’ve intentionally marketed that way. We’ve done our baptism services in other churches with 24/7 facilities. They are hard to find. The nice thing about the theater is everyone knows where it is and how to get there. What has surprised me a little is that meeting in a theater has been an obstacle for some people from a more traditional denominational or Catholic background, even the younger ones. They have been unsure about a church in a theater. Once they come they get over that though. But for most people the theater is a great location and environment for church.
Thanks Carl for that great insight. If you want to learn more about doing church in a theater, check out National Cinemedia’s webinar happening today, May 14th at 1pm est.
Tuesday, June 30, 2009
Finding a Facility
By Mark Driscoll
Everything is a sermon. When you meet, where you meet, and how you meet are all proclaiming something about your perception of God and your new congregation. Therefore, in selecting a facility a new church plant is doing a great deal more than simply finding a place to house a gathering. You are crafting a sermon, and in crafting that sermon there are multiple variables to consider according to your priorities. The following booklet is intended to be a practical means of aiding young churches as they consider a physical home for their gathering(s). The information is collected over a few years of personal struggle as our young new church met in four locations at four different service times in the first two years.
Sight
Simply put, what does the building look like from the outside and inside? Is the entrance easily visible? Does the building look maintained, safe, and clean? Inside, how are the colors, sight angles, and overall décor? When was the facility last updated and how does that relate to the identity of your congregation?
Time Flexibility
This issue may not seem significant, but should be carefully considered. Once you launch your congregation will it be possible for you to change your time if needed (i.e. from an evening to a morning service)? If needed, can you arrive early to set-up, or stay later? If/when your first service fills to capacity can you extend your usage to permit you to go to two services in the same room with the same set-up configuration?
Set-Up & Tear Down
How many volunteers will it require to set-up and tear down for your weekly gathering? Storage plays an important role here. Obviously, if you have to transport everything from sound equipment to children's materials each week you will also need a vehicle and lots of faithful hands. While there is something to be said for the first servants in a church to set an example of diligent labor, the sad truth is that such responsibilities end up being a management headache dumped on a handful of faithful people who are burned out in six months or less. A church plant that begins with a small core must also face the reality that they have few volunteers who should be used wisely for the benefit of the entire church and spread between multiple areas of need (i.e. worship teams, children's teachers, office help, etc.)
Smell
Every room has an odor. If you meet in a gym, it is likely your church will smell like sweaty guys. If you are using the building of an ethnic church that frequently cooks, or if you are using a building that has old carpet and drapes, or if you are using a building that is musty because of poor ventilation then it may be an inconvenience to some, and problem to others who have allergies. This is also true with the use of flowers, incense and the like in a service.
Comfort
To be considered in this category are simple matters such as room temperature and seating. If you live in a warm climate, does the room have air conditioning? If you live in a cold climate, does the room have adequate heating? If the room is filled will their be sufficient air circulation to keep the room ventilated with fresh air? Does the seating permit general comfort, particularly for those who may have physical problems such as back pain?
Lighting
Will your building be sufficient with its' lighting or will you need to bring in additional lighting (i.e. lamps, spotlights, etc.)? Conversely, some facilities have so many windows and so much natural light that it becomes difficult to project in the room and alter the atmosphere when desired. Also, some rooms are so dark that people are forced to squint which may cause them headaches or eye strain.
Acoustics
This area is particularly important but also very complicated. The costs associated with acoustically engineering a room can be staggering. Therefore, the average church planter will be forced to deal with varying degrees of acoustic difficulty. For example, many older churches were acoustically designed for an organ and congregational singing, while a community center meeting room was designed for a lecture without live music in mind. You will need to determine which types of instrumentation you will use for worship and factor that into your consideration of a room along with what type of sound equipment you will need. Remember, however, that whenever possible you will want to try and find a way to hear the room when it is full of bodies during a live music performance. This is necessary because the acoustics of a room change dramatically if the room is empty or filled with such things as chairs and bodies, and also varies greatly if the people are standing or seated. The human body tends to greatly deaden sound and the size of your congregation in relation to the capacity of your room will cause marked differences in the sound. Also to consider are such things as balconies under which sound can be trapped, and high ceilings which also tend to consume sound. Most acoustic complications can be worked around but the subsequent costs in sound equipment can be exorbitant.
Power
Many older buildings do not have sufficient power for sound and video equipment. Some buildings are still running on two pronged outlets without a ground. Others do not have "clean" power and can cause feedback in a sound system (usually this is more of a problem with analog than digital sound boards). Therefore, you may need to use lots of power strips to protect your equipment, and may need a power conditioner for your sound if the feedback from old power is a recurring problem.
Location
Physically, where is the facility? What neighborhood is it located in? How accessible is it to major arterials and freeways for those commuting in? To be considered in this area are such things as natural boundaries that tend to divide people psychographically into various communities. These boundaries often include such things as major freeways and arterials, lakes, rivers, bridges, railroad tracks, etc. If you are wanting to reach a particular community it may be vital that you are in that community and not merely near it since most of its' people may rarely leave their neighborhood unless absolutely necessary. For other churches with a regional attraction, a specific location may be less important because their people commute in from varying distances and are less concerned about particular neighborhood identities.
Children's Space
Does the space have sufficient additional areas to set up childcare? Will the children's areas be clean, appropriately lit, safe, have a controlled temperature etc.? Will the children's areas permit future growth as the congregation grows in the number of children? The issues surrounding children's ministries can be critical to a new church, particularly those with young families wanting to ensure their children are left in a safe and nurturing environment. The costs associated with children's items and additional labors of setting up and tearing down each week can make the rental of an existing outfitted church or school with children's rooms particularly helpful.
Room for Fellowship
Before and after the services will there be sufficient space open for people to mingle and meet? While this item may seem simple, the issue of hospitality can be key for a new church hoping to connect with visitors in an informal setting.
Cost
For most starving church planters this issue is critical. Working on a limited budget trying to juggle start-up costs with salaries, facilities, and programming can be maddening. However, you must remember that it is your hope to remain in your first location as long as possible because the costs and management complexities associated with moving can be very damaging to the momentum of a newly forming congregation. The right location may cost you some additional monies, but as a long-term investment beginning with the right location can promote quicker growth and subsequent increased financial resources.
Storage
It is often amazing how many things are needed to hold a simple church service. From paperwork, to sound gear, to projection equipment, to refreshments, to nursery items the list continues to grow as your service matures. Therefore, it will be necessary to have adequate storage for your initial items, as well as additional space for future acquisitions. Ideally, this space would be located in your facility and easily accessible for set-up and tear down. This allows all the items to be stored on wheels for easy transport. However, if your facility does not permit you such storage you may want to negotiate having a storage facility left on the property, or acquire trucks/vans for weekly transport of all materials to your site.
Public Perception
Some facilities carry with them particular public perception that can be either harmful or beneficial. For example, if you occupy a church building recently vacated by a cultic group, or a congregation that had embittered their community, your arrival may cause many to mistake your church for the previous tenant. Conversely, some locations are viewed as beloved community centerpieces and use of such locations may allow your new congregation to be viewed in a positive light in relation to the general good reputation of a particular facility.
Parking
You should expect to need approximately one parking space for every two or three church attendees. If your congregation is younger and largely single that number could be reduced to one parking space for every one or two church attendees. If you are anticipating going to multiple facilities in your facility you will need sufficient parking for certain people to be parked for both services (i.e. set-up and tear down people, children's workers, sound engineers, musicians etc.). And, if you are anticipating having multiple services and a full Sunday school program you should anticipate needing double the amount of parking of a single service. In urban areas parking can be tremendously costly, sometimes as expensive as the actual facility and requiring separate negotiations and contracts. Some facilities in neighborhoods rely primarily on off-street parking but this parking should be used with regard to the neighbors who often become embittered if they cannot park in front of their home or are forced to deal with increased traffic.
Additional Space
Does the facility have a kitchen? Does the facility have a gym? Does the facility have a dining area for a common meal? Does the facility have available classrooms for education, prayer, and other meetings? Does the facility have any potential office space for use during the week? How can these additional spaces be resourced to benefit your new work?
Additional Use
Can you have access to the location for special events (i.e. concerts, meals, lectures, parties, weddings, outreach events) and special services (i.e. Christmas Eve, Easter, New Year's Eve etc.)? Can you use the facility for midweek activities if/when the need arises? The more flexibility your facility provides the wider range of options you have at your disposal for creative programming and experimentation. This is particularly important as your congregation transitions from a core to a public congregation since many of your initial programming ideas may prove unfruitful and force you to examine additional options.
Cleanliness
Very simply, is the location clean? Will people be comfortable in the restrooms? Will people be comfortable if they have small children crawling on the floor? If the overall atmosphere is not generally clean and adequately maintained a statement is being made about your congregation.
Accessibility
How difficult it the facility to find? Is it near a known landmark, in a known neighborhood, and/or accessible to the freeway and major arterials? If not, it may be cumbersome and difficult for people to find you and thereby inhibit your growth.
Signage
Is there any opportunity for you to either temporarily or permanently place signs on or near the facility to notify people about your services and related events and information?
Conflicting Dates
Will there be days that you do not have access to the facility, or have access for limited or altered times? Will your rental agreement have precedence over other rentals, or will there be an ongoing possibility that your event could be bumped in favor of another? If possible it will be important to clarify these issues in your contract, as well as the length of notice you are guaranteed if a conflicting event is scheduled. You will likely need at least 60-90 days notice to successfully relocate your service or alter its meeting time. You should include in your contract that such notice be given to you in writing to safeguard your interests.
Contract Length
It is to your benefit to negotiate for a long-term contract that provides you a short escape clause should you decide to move to another location. Since you will be purchasing supplies and equipment for a particular location, as well as promoting that location to the community you want to ensure that you can remain there for as long as you possibly can. But, since it is possible that a better option may avail itself you will want to have a stipulation in your agreement that lets you out if you give, for example, thirty or sixty days notice.
Facility Options For Consideration
As a final note, the following categories of locations may be of some help for your consideration: schools, churches, hotels, community centers, storefronts, theaters, and concert venues.
Everything is a sermon. When you meet, where you meet, and how you meet are all proclaiming something about your perception of God and your new congregation. Therefore, in selecting a facility a new church plant is doing a great deal more than simply finding a place to house a gathering. You are crafting a sermon, and in crafting that sermon there are multiple variables to consider according to your priorities. The following booklet is intended to be a practical means of aiding young churches as they consider a physical home for their gathering(s). The information is collected over a few years of personal struggle as our young new church met in four locations at four different service times in the first two years.
Sight
Simply put, what does the building look like from the outside and inside? Is the entrance easily visible? Does the building look maintained, safe, and clean? Inside, how are the colors, sight angles, and overall décor? When was the facility last updated and how does that relate to the identity of your congregation?
Time Flexibility
This issue may not seem significant, but should be carefully considered. Once you launch your congregation will it be possible for you to change your time if needed (i.e. from an evening to a morning service)? If needed, can you arrive early to set-up, or stay later? If/when your first service fills to capacity can you extend your usage to permit you to go to two services in the same room with the same set-up configuration?
Set-Up & Tear Down
How many volunteers will it require to set-up and tear down for your weekly gathering? Storage plays an important role here. Obviously, if you have to transport everything from sound equipment to children's materials each week you will also need a vehicle and lots of faithful hands. While there is something to be said for the first servants in a church to set an example of diligent labor, the sad truth is that such responsibilities end up being a management headache dumped on a handful of faithful people who are burned out in six months or less. A church plant that begins with a small core must also face the reality that they have few volunteers who should be used wisely for the benefit of the entire church and spread between multiple areas of need (i.e. worship teams, children's teachers, office help, etc.)
Smell
Every room has an odor. If you meet in a gym, it is likely your church will smell like sweaty guys. If you are using the building of an ethnic church that frequently cooks, or if you are using a building that has old carpet and drapes, or if you are using a building that is musty because of poor ventilation then it may be an inconvenience to some, and problem to others who have allergies. This is also true with the use of flowers, incense and the like in a service.
Comfort
To be considered in this category are simple matters such as room temperature and seating. If you live in a warm climate, does the room have air conditioning? If you live in a cold climate, does the room have adequate heating? If the room is filled will their be sufficient air circulation to keep the room ventilated with fresh air? Does the seating permit general comfort, particularly for those who may have physical problems such as back pain?
Lighting
Will your building be sufficient with its' lighting or will you need to bring in additional lighting (i.e. lamps, spotlights, etc.)? Conversely, some facilities have so many windows and so much natural light that it becomes difficult to project in the room and alter the atmosphere when desired. Also, some rooms are so dark that people are forced to squint which may cause them headaches or eye strain.
Acoustics
This area is particularly important but also very complicated. The costs associated with acoustically engineering a room can be staggering. Therefore, the average church planter will be forced to deal with varying degrees of acoustic difficulty. For example, many older churches were acoustically designed for an organ and congregational singing, while a community center meeting room was designed for a lecture without live music in mind. You will need to determine which types of instrumentation you will use for worship and factor that into your consideration of a room along with what type of sound equipment you will need. Remember, however, that whenever possible you will want to try and find a way to hear the room when it is full of bodies during a live music performance. This is necessary because the acoustics of a room change dramatically if the room is empty or filled with such things as chairs and bodies, and also varies greatly if the people are standing or seated. The human body tends to greatly deaden sound and the size of your congregation in relation to the capacity of your room will cause marked differences in the sound. Also to consider are such things as balconies under which sound can be trapped, and high ceilings which also tend to consume sound. Most acoustic complications can be worked around but the subsequent costs in sound equipment can be exorbitant.
Power
Many older buildings do not have sufficient power for sound and video equipment. Some buildings are still running on two pronged outlets without a ground. Others do not have "clean" power and can cause feedback in a sound system (usually this is more of a problem with analog than digital sound boards). Therefore, you may need to use lots of power strips to protect your equipment, and may need a power conditioner for your sound if the feedback from old power is a recurring problem.
Location
Physically, where is the facility? What neighborhood is it located in? How accessible is it to major arterials and freeways for those commuting in? To be considered in this area are such things as natural boundaries that tend to divide people psychographically into various communities. These boundaries often include such things as major freeways and arterials, lakes, rivers, bridges, railroad tracks, etc. If you are wanting to reach a particular community it may be vital that you are in that community and not merely near it since most of its' people may rarely leave their neighborhood unless absolutely necessary. For other churches with a regional attraction, a specific location may be less important because their people commute in from varying distances and are less concerned about particular neighborhood identities.
Children's Space
Does the space have sufficient additional areas to set up childcare? Will the children's areas be clean, appropriately lit, safe, have a controlled temperature etc.? Will the children's areas permit future growth as the congregation grows in the number of children? The issues surrounding children's ministries can be critical to a new church, particularly those with young families wanting to ensure their children are left in a safe and nurturing environment. The costs associated with children's items and additional labors of setting up and tearing down each week can make the rental of an existing outfitted church or school with children's rooms particularly helpful.
Room for Fellowship
Before and after the services will there be sufficient space open for people to mingle and meet? While this item may seem simple, the issue of hospitality can be key for a new church hoping to connect with visitors in an informal setting.
Cost
For most starving church planters this issue is critical. Working on a limited budget trying to juggle start-up costs with salaries, facilities, and programming can be maddening. However, you must remember that it is your hope to remain in your first location as long as possible because the costs and management complexities associated with moving can be very damaging to the momentum of a newly forming congregation. The right location may cost you some additional monies, but as a long-term investment beginning with the right location can promote quicker growth and subsequent increased financial resources.
Storage
It is often amazing how many things are needed to hold a simple church service. From paperwork, to sound gear, to projection equipment, to refreshments, to nursery items the list continues to grow as your service matures. Therefore, it will be necessary to have adequate storage for your initial items, as well as additional space for future acquisitions. Ideally, this space would be located in your facility and easily accessible for set-up and tear down. This allows all the items to be stored on wheels for easy transport. However, if your facility does not permit you such storage you may want to negotiate having a storage facility left on the property, or acquire trucks/vans for weekly transport of all materials to your site.
Public Perception
Some facilities carry with them particular public perception that can be either harmful or beneficial. For example, if you occupy a church building recently vacated by a cultic group, or a congregation that had embittered their community, your arrival may cause many to mistake your church for the previous tenant. Conversely, some locations are viewed as beloved community centerpieces and use of such locations may allow your new congregation to be viewed in a positive light in relation to the general good reputation of a particular facility.
Parking
You should expect to need approximately one parking space for every two or three church attendees. If your congregation is younger and largely single that number could be reduced to one parking space for every one or two church attendees. If you are anticipating going to multiple facilities in your facility you will need sufficient parking for certain people to be parked for both services (i.e. set-up and tear down people, children's workers, sound engineers, musicians etc.). And, if you are anticipating having multiple services and a full Sunday school program you should anticipate needing double the amount of parking of a single service. In urban areas parking can be tremendously costly, sometimes as expensive as the actual facility and requiring separate negotiations and contracts. Some facilities in neighborhoods rely primarily on off-street parking but this parking should be used with regard to the neighbors who often become embittered if they cannot park in front of their home or are forced to deal with increased traffic.
Additional Space
Does the facility have a kitchen? Does the facility have a gym? Does the facility have a dining area for a common meal? Does the facility have available classrooms for education, prayer, and other meetings? Does the facility have any potential office space for use during the week? How can these additional spaces be resourced to benefit your new work?
Additional Use
Can you have access to the location for special events (i.e. concerts, meals, lectures, parties, weddings, outreach events) and special services (i.e. Christmas Eve, Easter, New Year's Eve etc.)? Can you use the facility for midweek activities if/when the need arises? The more flexibility your facility provides the wider range of options you have at your disposal for creative programming and experimentation. This is particularly important as your congregation transitions from a core to a public congregation since many of your initial programming ideas may prove unfruitful and force you to examine additional options.
Cleanliness
Very simply, is the location clean? Will people be comfortable in the restrooms? Will people be comfortable if they have small children crawling on the floor? If the overall atmosphere is not generally clean and adequately maintained a statement is being made about your congregation.
Accessibility
How difficult it the facility to find? Is it near a known landmark, in a known neighborhood, and/or accessible to the freeway and major arterials? If not, it may be cumbersome and difficult for people to find you and thereby inhibit your growth.
Signage
Is there any opportunity for you to either temporarily or permanently place signs on or near the facility to notify people about your services and related events and information?
Conflicting Dates
Will there be days that you do not have access to the facility, or have access for limited or altered times? Will your rental agreement have precedence over other rentals, or will there be an ongoing possibility that your event could be bumped in favor of another? If possible it will be important to clarify these issues in your contract, as well as the length of notice you are guaranteed if a conflicting event is scheduled. You will likely need at least 60-90 days notice to successfully relocate your service or alter its meeting time. You should include in your contract that such notice be given to you in writing to safeguard your interests.
Contract Length
It is to your benefit to negotiate for a long-term contract that provides you a short escape clause should you decide to move to another location. Since you will be purchasing supplies and equipment for a particular location, as well as promoting that location to the community you want to ensure that you can remain there for as long as you possibly can. But, since it is possible that a better option may avail itself you will want to have a stipulation in your agreement that lets you out if you give, for example, thirty or sixty days notice.
Facility Options For Consideration
As a final note, the following categories of locations may be of some help for your consideration: schools, churches, hotels, community centers, storefronts, theaters, and concert venues.
Friday, June 26, 2009
New Jerusalem Church Launch Plan
New Jerusalem Church
Brier Creek Launch Plan
I. Introduction
A. New Jerusalem Church, established in 2000, the church has revitalized and now to re-launched in September 2009. The New Jerusalem Church values the establishment of new churches as an effective means for reaching the unsaved with the Good News of Jesus Christ and as such is committed to supporting and starting new churches.
B. Durham, North Carolina (located in the prime market place in N.C.) it is one of the fastest growing counties in North Carolina. This explosive growth yields a fertile field for church planting. New Jerusalem Church currently has numerous families attending from Durham Co.
C. God has blessed New Jerusalem Church and we are praying that God provide us with financial support, staff support, heart, and provision to start a new church in Durham, North Carolina. In response to God's calling, the leadership of New Jerusalem Church is committed to launching this new Church Campus in early 2009.
D. New Jerusalem Church has adopted a small group church planting strategy. One dimension of this strategy is to plant additional campuses of New Church. Under this model, proven practices from existing small groups are adopted and used at the new Church. The result can be a higher quality launch that reaches more people at a lower cost. We will implement this model for the start of our Brier Creek location.
II. Purpose - This written Brier Creek Launch Plan serves the following purposes:
A. To identify, a clear vision for startup of the Brier Creek Church.
B. To identify detailed actions required to achieve the vision and to yield a high impact, high quality startup at minimum cost. The plan is intended to be flexible and adaptable as God leads us, and is not intended to be a fixed, unchanging document.
C. To provide a clear and concise written plan that will enable participants in the project to understand their roles and responsibilities in support of the vision. The plan is intended to be a guide that empowers, energizes and aligns participants in joyful works.
D. To provide a clear set of expectations to which the New Jerusalem Church Leadership Team (Elders) and other partners can assess and monitor the progress and effectiveness of the project. The plan identifies specific measurable expectations.
III. Governing Principles and Considerations - Throughout the Brier Creek church plant, the following principles and considerations will help guide and influence our planning and decision making:
A. God’s Provision: We trust and believe that God will do immeasurably more in New Jerusalem Church than we could ever ask or imagine. Our commitment is to put our trust and faith in God alone and not in our planning or works.
B. Our Purpose: Church planting provides the most effective means of reaching the lost. In all of our planning and programming, we will stay focused on our core purpose to lead people into a growing relationship with Jesus Christ. Additionally, we will strive to help all of our people at New Jerusalem Church to value and appreciate the importance of church planting, and to experience first hand the excitement of seeing God at work doing miraculous things.
C. Our Values: Our values (see section VII) define what is important to us. Our values shape who we are, what we do, and how we act. In all things, we will strive to model and live our values.
D. Faith: A new church plant challenges us to step out in faith beyond our current comfort levels. God’s blessing and provision in the early stages of the New Jerusalem Church is abundant. In response, we need to take big steps of faith. In Matthew 25:14-30, Jesus told the parable of the talents. The servants who were entrusted with much were faithful and thus were blessed with even more. We recognize God’s blessing on New Jerusalem Church and will strive to be faithful with the abundance He has poured out on us.
E. Prayer: We recognize the power and absolute necessity of seeking God’s direction at every stage of this process. Proverbs 16:9 says, “In his heart a man plans his course, but the LORD determines his steps.” We will make prayer a priority.
F. Relationships: Establishing, building and nurturing relationships with God, with one another, and with the Community will take priority in all we do. We are committed to love each other (I Corinthians 13), not to a product or process.
G. Excellence: We will strive for excellence in all that we do. Excellence honors God. We desire to eliminate barriers between Christ and the unsaved. We are committed to and demonstration of excellence will draw unsaved people to be more receptive to hearing and considering the good news of Jesus Christ.
H. Genius of the “And”: Launching a church plant campus in Brier Creek will enable us to reach more people AND improve the quality, efficiency and effectiveness of what we do. Conventional wisdom teaches that you can have either quantity or quality. Through the small group model of church planting, we seek to achieve both. As we grow, the work should get easier.
I. Planning: Planning for us is a means to an end, and not the end. We will always seek first to be lead by God without being constrained by our plans. We will use planning as a tool to help us join God in what He is doing and to accomplish what He is calling us to do. Planning will help us coordinate our limited resources to move us from where we are to where God wants us to be. Our plans will serve as a guide to help focus our efforts and will be updated to reflect where God is leading us.
IV. Executive Summary
A. The New Jerusalem will be a Church plant that targets young married professional couples with children. The Brier Creek Campus will be launched on September 2009 with an expected attendance of at least 400 people. Based on the current and expected growth patterns of our target population, the Church location is being targeted within a 9-mile radius of the Interstate 40, interstate 540 and Highway 70 intersection. The Church is hoping to meet in the new Panthers High School, Frankie’s Amusement Park or Movie Theater.
B. At launch, a core group of at least 75 people (approximately 50 adults and 25 children) will be actively participating in small groups. At launch, approximately 4-5 small groups will be in place and preparing to multiply within the first 3 months after launch. The development and growth of this core group is considered vital to a successful launch. From this group, future leaders will be developed, ministry teams will be filled, and a strong and active small group ministry will emerge. Considerable effort will be applied prior to launch in training, nurturing and growing this group.
V. The existing staff of New Jerusalem Church will participate in planning and implementation of the Brier Creek Campus launch. In the future we will be seeking to employ a staff; a Campus Minister with general oversight of all aspects of the new campus will be hired. A Children's Minister will also be hired (part-time, full-time, intern or resident TBD). A Student Minister/Elder may also be hired (part-time, full-time, intern or resident TBD). An Associate Director of Marketing
A. This individual will provide oversight of the marketing and outreach plans. This person will provide general administrative support of the new campus.
B. The new church is expected to be fully self-supporting within two years after launch. During these two years, total New Jerusalem Church funding in the amount of $100,000 (not counting tithes and offerings) is required. Funding in the amount of $160,000 is required to support pre-launch activities.
C. A goal of the launch plan is to hold attendance at or above the initial attendance level by leveraging strengths, resources and existing practices of New Jerusalem Church. People will be drawn to the Brier Creek location through one-on-one relationships with members of the core Small group, through targeted community outreach events and through a targeted marketing strategy. First time visitors will be drawn back and will make the Brier Creek Campus their Church home through practical and relevant biblical preaching, culturally relevant worship (including music, dramas and video), a biblical led sensitive environment, a strong children's ministry, experiencing first-hand the warmth and love of God, a large selection of life-changing small groups and excellence in everything we do.
VI. Roles and Responsibilities of Individuals, Support Teams and Partners - The successful plant of the Brier Creek Church requires that numerous individuals and groups work together for the common good of the project. This section identifies these individuals and groups, including a brief description of their responsibilities.
A. Brier Creek Campus Pastor: Responsibilities include:
· Serves as Team Leader for the launch team.
· Entrepreneurial ownership (owner’s perspective) of the Campus. This includes the following general aspects:
o Spiritual pulse of campus
o Quality pulse of campus
o Relational pulse of campus
o Needs pulse of campus
o Team function/health (includes weekly-on Sundays-contact with team leaders & members to encourage them—signs, Frontline, setup/tear-down, small group coaches, etc.)
· Finger on pulse of real and felt needs. Identifying which special classes are needed and getting them on the calendar.
· Maintaining a list of core leaders and making regular contact with them (e.g. emails, one-on-one meetings, etc.).
· Visiting small groups on a rotating basis
· Marketing/communications about church-wide events. Feeling personally responsible for making sure everything possible is being done to inform and get people to take next steps (i.e. attending, signing-up, etc). (Lead coordination.)
· Information Booker (switch operator): Point person for getting people plugged in to right place when they are seeking to get information or get plugged in. (Lead coordination.)
· Emergency Room Doctor: Crisis counseling that is beyond small group leader’s ability. (Lead coordination.)
· Marriage Counseling, Marriages, Funerals: Primary campus point of contact for these. (Lead coordination.)
· Unity: First, immediate touch on general disunity issues. Making sure some contact is made within 24 hours (i.e., people leaving church, etc.). (Lead coordination.)
· Staff Coordination: Coordinating staff involvement for campus-wide events. Keeping staff informed about campus issues/events. (Lead coordination.)
· Visitor Follow-up: Calling visitors. (Lead coordination.)
· Up front connecting the dots as the Face on Sunday morning. Adequately preparing before Sunday morning.
· Children’s Minister (TBD – hired by Oct 2009) – A Children’s Minister will be hired. This position will likely be an intern or resident position. As lead Children’s Minister, will have oversight responsibility of the lead Children’s Ministers at each campus.
· Student Minister (TBD – hired by January 2010 if applicable) – A Student Minister may be hired. If hired, this position will be an intern or resident position. This person would likely have other duties/responsibilities in addition to Student Ministry (e.g. Young Adults Ministry).
· Executive Minister – This individual is responsible for overseeing day-to-day operations and performance of the church plant, including management of staff. These responsibilities include long and short-term planning, and quality, efficiency and effectiveness of operations. (EM) will provide counsel and support to the lead Pastor in implementing the Brier Creek Launch plan.
· Marketing and Events Administrator – This individual is responsible for overseeing the implementation of the outreach and marketing plans. This includes developing and overseeing an outreach team consisting of people from the launch team.
· General Administrative and Logistics Support – This individual is responsible for providing general administrative support for the new campus.
· Staff – Our staff have responsibilities unique to a specific campus. With the increased responsibility associated with multiple campuses, the primary responsibility of staff will be defining and communicating vision, and equipping others to carry out the required work of the ministry. Vital to our success is the ability to become equippers versus doers.
· Prayer Team – A prayer team made up not only of New Jerusalem members and staff, but outside partners as well is vital to the success of this launch. A Prayer Team leader will be sought to help build the team and communicate prayer needs on a regular basis to them.
· New Jerusalem Leadership Team - The Leadership Team at New Jerusalem Church will oversee and have responsibility for the church according to the biblical principles set forth for Elders.
· Vision Design Church Planting (John Doe, John Doe and John Doe) - Passion for Planting helps new churches with a wide range of administrative services including launch plan management, marketing and equipment. Vision Design for Planting will be providing these services to New Jerusalem Church.
VII. Approach - This section provides an overview of the approach taken in developing this Brier Creek church Plan. This section is included for information to explain the sequence of steps taken in developing this launch plan.
A. Seeking to Understand What God is Up To: We value church planting. Wake and Durham are the fastest growing counties in North Carolina, which results in a fertile field for new churches. God has been blessing us with provision to move forward, including additional staff and financial resources. We continue to prayerfully consider where God is leading us in this project.
B. Multi-Site Model and Capturing the Best of New Jerusalem Church: With the close proximity our Church campuses, resources (e.g. staff, marketing, equipment, programming, facilities, etc.) can be shared between the two sites. The result can be a higher quality, higher impact launch at a lower cost (i.e. more people can be reached more effectively). Unlike a traditional church plant where new processes and practices may be implemented, the multi-site church plant improves and builds upon existing proven processes and practices of the church. Where improvements are identified, they are incorporated at both sites. We believe the small approach is well suited for the new church plant in Brier Creek. See section VII below for a more detailed explanation of the small group model.
C. Defining a Target Demographic and Potential Locations: An important step in laying the plans for Durham to understand the demographics of the population. Specifically, what does the average family in Durham to look like, including their age, number of children, where they live, what they do, their education, how much they earn, what they like to do, what their needs are, etc. See section VIII and Appendix A below for a more detailed explanation of our target demographics.
D. Opening Day (What Will We Look Like at Launch?): With the understanding that God’s provision in the New Jerusalem Church project is large and God is entrusting us with much, we start our planning by defining a picture of what we sense God calling us to look like at launch (first worship service). By first painting a picture of what we are to become, our planning becomes the road map for getting there. See section IX below for a more detailed description of what we will look like in Durham on opening day.
E. Defining Areas Critical to Our Success: After defining what we will look like at launch, we identify the elements/factors that are critical to achieving this goal. For the New Jerusalem Church Plant, these elements include a prayer team, core group development, vision casting and communications, small groups, marketing, staffing, facilities, equipment, finance, business and community partnering, ministry teams (e.g. setup/breakdown, worship, hospitality) and post-launch assimilation. Actions are identified for each of these areas.
F. Developing an Integrated Timeline of Activities: After developing written strategies for each of the areas that are critical to achieving our desired goals at launch, a single integrated planning timeline is developed. This timeline is a compilation of the actions identified above. The timeline is essentially a checklist of what needs to be done, when it is to be done, and who will do it. See section XI for a summary of key items from the timeline. Appendix B provides the entire integrated timeline. Separate from this launch plan, network diagrams have been developed to graphically show the relationship between all of the events in the timeline.
VIII. Applying the Small Group Model to New Jerusalem Church - What does it mean to be one church with many small group teams? In a nutshell, we will function like one church because our purpose, our values and beliefs (which largely shape our culture), and our strategy/approach will be the same between the groups. This section provides an overview of how the small group model will apply at New Jerusalem Church. See the campus sharing and integration strategy (Section XI.I below) for specific details of the small group model.
A. Although larger in scale, launching and integrating additional small groups’ poses many of the same challenges we will face in attempting to integrate and align our groups. The following graphic represents our ability to align our ministries and people to accomplish desired results. The small arrows represent people while the larger arrows represent groups of people (e.g. life groups, worship teams, support groups, missions groups, women’s ministry, Adult ministry, small group sites). For us, the large arrow represents New Jerusalem Church.
B. So how do we align the Church, with small groups, to achieve our desired result? We start by sharing a common purpose to which we are trying to align. As shown above, the bulls-eye on the target graphically represents our purpose. Simply stated, New Jerusalem Church exists to lead people into a growing relationship with Jesus Christ.
C. Aiming at a common purpose, a primary role of leadership is to communicate vision effectively and to equip others to effectively accomplish God’s work. Leadership is a key element of aligning the people and ministries of New Jerusalem Church on our common purpose. Our Lead Pastor will have overall leadership responsibility over all groups. Our Leadership Team (Elders) will be responsible for overseeing all sites according to the biblical role for Elders.
D. Organizational culture is a powerful tool for aligning people and ministries. Like guardrails along a road, culture helps to keep us from running off the road. Our culture is shaped primarily by our values, our beliefs, our expectations of people (norms) and how we empower our leaders. These elements are shown on the illustration above as our “guardrails along the road.” We will function as multiple sites with one culture. Specifically, all small groups of New Jerusalem Church will share common values, beliefs, expectations of people (norms), and empowerment of leaders (tether). For example, we value:
1. People and Relationships (a heart for God and a heart for people)
2. Changed Lives (we value people taking the next step no mater where they currently are in their spiritual journey)
3. God’s Leading, Power and Sovereignty
4. Prayer
5. Safe Environment for Seekers
6. Excellence
7. Leadership
8. Continuous Improvement
9. Distinctiveness
10. Fun
11. Purposeful Work
All sites will share these values.
E.Armed with common purpose, leadership, and culture, our approach to managing our resources will be common. Organizational elements that will be managed consistently between sites include communications (internal and external), long-range planning, processes/practices, programs, organizational structure, finances, facilities, and analysis/assessment. Just as culture represents the guard rail that keeps us from running off the road, our approach to managing resources is analogous to the lines on the road that help keep us moving in the right direction on the road. In addition to further helping to align our ministries and our people in achieving our common purpose, a common approach to managing resources should improve the quality and efficiency of our operations. For example, shared marketing allows the creative elements (i.e. staff energy and time) to be done one versus three times, and for printing to be done one time in larger quantity versus three times in smaller quantity (potentially saving money).
F. As stated elsewhere in this launch plan, the small group model can be a higher quality, higher impact launch at a lower cost. It is a practical application of the genius of the AND: we can reach more people AND improve the quality, efficiency and effectiveness of all we do. The goal is to ensure that ministry is not limited to the borders of what staff can do on their own.
Summary of Demographic Data
See Demographic in the attachment
Description of Average Target Family
New Jerusalem Church is a safe place for religious seekers who are interested in spirituality and Jesus, but are suspicious of churches. New Jerusalem is a safe place to find and pursue God as the only solution that will really satisfy their elusive search for contentment. New Jerusalem’s target family is 33 years old, married, considering a second child in the next 2 years, husband and wife both have a college education, half of the families have one spouse staying home with kids, earns over $100,000 per year, have considerable debt partly resulting from the high cost of living and from a culture that promotes instant gratification, are in some form of transition (e.g. new home, new kids, new job, new friends, etc.), spend a significant amount of time commuting, have their extended families living out of the area, are sensitive to spirituality but not sure that Jesus is real or the only way, had no or some exposure to religion as a child but are now skeptical of their parents (or grandparents) church and are consumed in raising their children (wanting to do better than their parents did).
AGE: 33
EDUCATION: College Grad
FAMILY: Married. One child. 3 years old. Considering another child in the next 2 years.
· Half the church: 2 working professionals
· Half the church: wife is stay at home
INCOME: $35,000-100,000+, and they are in debt (college, house, cars, credit card)
HOMETOWN: Family lives elsewhere. Most friends live elsewhere. Friends here are all new—within the last 5 years.
COMMUTE: 30-60 minutes (one way)
PSYCHOLOGICALLY: Transitional period. Either new child, new marriage, new to area, new job, new to adulthood…transition makes them more open to church than they’ve been in years (if ever).
CONCERNS: Feel disconnected from people—want friends. Suspicious of churches—interested in Jesus & spirituality. Turned off by “grandma’s church”. Debt… loves the stuff, buried by the burden.
Raising children—want to do better than divorced parents did. Want to raise kids who are happy, moral & set up for professional success.
IX. Opening Day
What will the new church look like on opening day? A very important question that shapes what we do between now and opening day! This action is not intended to constrain God. It is intended to proactively guide our planning to achieve more than we would otherwise. By defining a target for what we are shooting for (opening day), understanding where we are today and putting a plan together for getting there, we will have a better chance of reaching our goals.
God willing, opening day will look like the following:
The new church will be launched (first public worship service) on September 2009. The entire month of September will be treated as an opening month. We will consider a “launch month” approach rather than a “launch day”.
We are hoping on opening day, a total attendance of 400 is expected (not counting well wishers and any scaffold team members --- 75 core group, 325 first time visitors – this equates to a 1% response on the direct mail campaign – . Our goal, three months after launch, the total attendance is expected to be averaging 300 per week (75% retention on total, 65% retention on first time visitors).
At launch, all core group members should be actively participating in small groups within the target area. Through community outreach events and an aggressive small group ministry within the community, the core group will be established and built-up. .
At launch, at least 3 life groups will be in place and ready to multiply to 8-10 groups. Within three months of launch, 50 % of the weekly average attendance is targeted to be participating in small groups. Within one year of launch, the average number of people participating in small groups is targeted to exceed the average weekly attendance at worship services.
The style of music will be the same as the other campuses. We will need to decide whether to have an acoustic band to our service in Durham Co. . . .
The number of worship bands at launch will be at least 1 or 2 depending on rotation. .
At launch, the worship teams will be lead by a full-time Worship Minister who will oversee all worship teams at New Jerusalem. The Worship Minister will be the specific leader to Durham.
At launch, there will be 1 worship services (11am). Worship service can either be held in the main auditorium or in the atrium outside the auditorium. A Video Café service may work better in the atrium (round tables, etc.).
The Lead Pastor will do up front MC responsibilities.
A multimedia projector will be used for worship services. A new sound system will also be needed.
The Children’s Ministry will be fully functional during all services for all ages up through 5th grade. A new security notification system will be needed.
A traditional Sunday morning adult Sunday school will not be implemented. Instead, at least one adult small group will be offered as well as other felt need classes (e.g. money management, marriage, parenting, etc.) on Sunday morning. Selected Passion for Community classes (e.g. 12 steps) will also be offered.
Introductory membership classes will be offered within several weeks of launch.
Relational activities with staff (e.g. donuts and coffee Sunday morning, lunch Sunday afternoon, and picnic cookout) will be offered before launch to connect newcomers.
Special techniques to connect visitors at launch include giving each newcomer a visitor package with information about the church, sending a letter to each visitor, calling each visitor to welcome them and to see if they have questions, to specifically invite newcomers to visit a small group, offering a series of fun events/activities within the first 2 months after launch, timing a spring movie series to keep visitors coming back (and bringing their friends)
The initial meeting location will be UNKNOWN: Frankie’s, school or Movie Theater. The new high school features a 1000 seat auditorium. This large auditorium may present challenges in maintaining critical mass. (We may need to consider having one worship service). School-there is a large open area near the entryway to the auditorium. It is large enough for round tables in a video venue type service. We should consider doing service in this food court area rather than the auditorium. We could do most of Children’s Ministry in the auditorium (it can be divided into 3 rooms.)
The following ministries will be functioning at launch provided (1) servant leaders are identified and called by God and (2) commitment to a team and small group based ministry exists. Ministries will be small groups and teams based. Major events will be common to all campuses (e.g. retreats, trips, training, etc.).
· Children’s Ministry (lead by Resident/Intern team leader) – team based – number of teams based on how ages are grouped. At minimum, 3 teams (nursery/walker/toddler, pre-K/K, elementary). Program and physical environment and security system to be same/similar to other campuses.
· Student Ministry (Middle School and Senior High – lead by Resident/Intern leader) – Initially, ministry to be primarily small groups. Start with one and multiply regularly. Will attempt to establish good relationships within the high school and middle school. Potentially partner on some things. Consider establishing a leadership development program through Passion for Community. Also, consider establishing an office in the high school for New Jerusalem Staff to facilitate getting students plugged into community service (to meet graduation requirements). Consider getting some intramural/informal sports leagues going (e.g. 3 on 3 basketball leagues, flag football league, etc.).
· Young Adults Ministry (probably volunteer lead – potentially lead by Student Ministry Resident) - attempt to get at least one healthy small group started.
· Singles Ministry (probably volunteer lead) – attempt to get at least one healthy small group going similar to Centreville.
· Adult Ministry (at least one small group coach who oversees all small group leaders – coach and small group leaders are volunteer leaders)
· Senior’s Ministry (not initially)
· Support Care Ministry find passionate leader, start at least one group. Multiply.
· Men’s and Women’s Ministry (probably start at least one men’s small group and one women’s small group )
Goal in most ministries is to start at least one healthy small group as soon as possible. During prelaunch phase, establish healthy DNA for growth, evangelism and multiplication. Grow leaders and multiply groups.
The new church will be team based.
The following Ministry Teams will be staffed and fully functioning at launch
· Worship Teams (as indicated above)
· Portable Church: Technical/AV Team (sound and lighting production, video editing/production, PowerPoint, etc)
· Worship Support Team (setup/teardown, communion, offering)
· Frontline Team (greeters, hospitality, welcome/information table, tape ministry, etc.)
· Outreach/Events Team
· Marketing/Communication Team
· Children’s Team (e.g. setup/teardown, welcome table, material/supplies, curriculum, teachers, etc.)
· Sign Team (Outdoor Signs)
Portable signs/banners will be used in the community to advertise weekend services will consider new lighter weight designs for easier setup. At least 5 portable signs will be used. Depending on sign design, may need new sign trailer. Will consider using smaller light weigh A frames and lightweight “real estate/political ad” type signs (corrugated material).
Inside signs and banners will be used similar to the New Jerusalem Campus (each child’s class, auditorium, welcome sign, etc.). Signs to be professionally done by our banner company.
Communion and offering plates/bags to be same as current services.
Bibles and 3x5 cards for main service to be same as current services.
Greeters will be needed at New Jerusalem Campus. Parking attendants not required for parking control but should be considered for positive first touch with newcomers at least for first 2 months.
Storing the portable church will likely be park offsite with security surveillance (away from school or Movie Theater). We will purchase a portable church. We will need a truck and portable church trailer.
A church rental space for mid-week meetings (minimum of single large room) will be obtained if right price (<$1200 per month) and right location (good visibility with allowance for New Jerusalem Church sign) can be found.
CD duplicator only needed if sermon is live. For video sermons, message will be taped prior week.
The cost/quality of the initial equipment package (e.g. sound and lighting equipment) is most likely to be (circle one) high quality/high cost (nearly $30,000 in sound, lighting, Tech A/V).
The hospitality/food table will most likely consist of Starbucks coffee, bagels, donuts, cookies and juice (or equivalent items). Will consider purchasing single or double carafe coffee brewer rather than coffee urns.
Staff to consist of full-time Lead Pastor and two residents/interns.
X. Key Strategies/Plans: In addition to the plans identified above, the areas of outreach, marketing and community networking each have written plans as shown below:
A. Outreach Plan: The purpose of the New Jerusalem's outreach plan is to provide a safe and fun environment for seekers to experience New Jerusalem Church before they try our Sunday morning services or life groups. These fun, relevant events, seminars and community service activities offer a safe environment for people to build trust with New Jerusalem Church and provide great opportunities for our launch team to invite their friends. These events start conversations about New Jerusalem and Jesus.
Our outreach plan will begin in earnest in January 2009 and extend through launch on Easter Sunday in April 2009. We will conduct at least one major event per month in April 2009 through September 2009 (in some months the number will be well in excess of one --- for example, during the summer months, we will have dinner with each launch team member). We will conduct at least one high-quality felt-needs meeting per week (April 2009– September 2009). (i.e. at least 3 community meeting). Life groups will be challenged to plan and participate in at least one community service project per month.
It is a priority to maintain consistent themes throughout our outreach so that the community can connect the dots as we build name recognition. Specific themes include family, children, service, fun and WOW!
Top priorities for events include:
· Family dinner on Sunday afternoons (ongoing and regular – e.g. 1st Sunday afternoon of every month)
· Information meetings (one per quarter to share vision for new church)
· Seminars (parenting, financial, etc.)
· Cookout in July
· 9/11 memorial and/or Public servant appreciation right after new school opens
Top priorities for seminars include:
· Newcomers Guide to the Community (practical seminar to get new people in the community familiar with the services and features of the community) (this would be ongoing – one day each month)
· College Preparation for Parents Seminar (getting ready for the college years)
· Estate planning workshop (out of the workshop we get people plugged into a second seminar/workshop on finances/budgeting)
· School adoption program (lead by a teacher who is a Christian in cooperation with New Jerusalem Church)
Top Priorities for service projects include: Launch team/small groups to select ongoing service projects. Bias will be to the new high school where we will be meeting and to an adopted community charity/cause (e.g. adopt a highway or road).
The specific schedule of events includes (NOTE: This list does not include Support Care groups or Student Ministry events. These will be added later):
January
· Core Group Meeting
· Launch Team Dinner
· Service Project (small group/launch team)
February:
· Small Group Studies
· Neighborhood/community cookouts/pool parties
· Service Project (small group/launch team)
· Community Concert
March:
· Launch Team Dinner
· New Mover Seminar/Workshop
· Friday Night Fun Night
· Service Project (small group/launch team)
April:
· Preview Launch Church@Brasa
· Small Group Seminar/Workshop
· Service Project (small group/launch team)
May:
· Association of Related Church ARC
· Church Visits
· SendRDU Luncheon
June:
· Preview Launch Church@Frankie’s
· Advance 2009 Conference
· Prayer: the Core Group
· Round Table Church Plant Meeting
July:
· Fund Raiser Event: Portable Church
· Family Fun Fest Cookout
· New Mover Seminar/Workshop
· Family Movie Night
· Service Project (small group/launch team)
August:
· Church Visits
· Information Meeting (share vision for new church)
· New Mover Seminar/Workshop
· Family Movie Night
· Service Project (small group/launch team)
September:
· Launch Dinner
· New Mover Seminar/Workshop
· Launch Sunday
· Service Project (small group/launch team)
Communities/neighborhoods directly surrounding the Church location where we will be meeting will be targeted with a higher priority than other areas (but not exclusively).
We will spend up to 15% of our total expenditures through launch on outreach events.
B. Marketing Plan: The purpose of New Jerusalem Church’s marketing is to start and foster relationships with unconnected people. Our strategy for building relationships with unconnected people starts by building a positive reputation and trust throughout our target marketing area so that people will be more likely to respond to a specific invitation to a New Jerusalem event/activity. Over the next ten months, we will attempt to establish broad name recognition throughout our target area so that unconnected people will be more likely to respond to an invitation to our opening services.
New Jerusalem is a safe place for religious seekers who are interested in spirituality and Jesus, but are suspicious of churches. New Jerusalem is a safe place to find and pursue God as the only solution that will really satisfy their elusive search for contentment. New Jerusalem’s target family is 33 years old, married, considering a second child in the next 2 years, husband and wife both have a college education, half of the families have one spouse staying home with kids, earns between $34,000-$100,000 per year, have considerable debt partly resulting from the high cost of living and from a culture that promotes instant gratification, are in some form of transition (e.g. new home, new kids, new job, new friends, etc.), spend a significant amount of time commuting, have their extended families living out of the area, are sensitive to spirituality but not sure that Jesus is real or the only way, had no or some exposure to religion as a child but are now skeptical of their parents (or grandparents) church and are consumed in raising their children (wanting to do better than their parents did). We will use the following marketing techniques:
Ongoing techniques (at least monthly):
· Ads in newsletters (including NJC newsletters and community associations –attempt to get small ads in all local newsletters and on community web sites) (ASAP)
· Member mailing lists (e.g. letters, group emails, special invitations, newsletters, etc. – mail things to launch team members frequently – at least once per month in addition to group emails) – SEE COMMUNICATION PLAN
· Stationary with church logo and name (ongoing use)
· Adopt a local cause/charity (select a local cause/charity such as the new high school) (ASAP)—SEE NETWORKING PLAN
· Testimonials (maintain a journal of personal testimonies of people from the new church) (ongoing)
· New movers program (send welcome letter and cards to new residents) (ASAP)
· Web sites Also get site linked to as many community sites as possible) (ASAP)
· Word of mouth (community networking—launch team constantly inviting friends) (ongoing)
· Yellow pages (Small ad in Durham phone book) (ASAP to verify)
· Sponsorships of community events and teams (sponsor a summer and fall kids sports team, also look to be a sponsor for the new high school’s football team) (ASAP)—SEE NETWORKING PLAN
· Flyers (recruit launch team members – advertise events – general info – selected carrier routes monthly)
Giveaways (first touch): To be given away at events where possible.
· Brochures (new church brochure that can be used as first touch for visitors—could also be mailed to homes) (Design and print ASAP)
· Business cards (invite cards with new church grand opening information) (ASAP after date and location confirmed)
· Special marketing giveaways (pens and magnets) (ASAP)
· Ticket/invitation cards (high quality, 2 sided color invite cards announcing new campus) (Case basis for upcoming events and grand opening)
Event Specific or One Time: To be considered for each event and seminar.
· Direct mail letters (saturate local carrier routes in the area near special events: 3-5 carrier routes per mailing) (target selected carrier routes at least monthly)
· Portable outdoor signs (at least 5 large A-frame or real estate type signs) (purchase prior to launch day)
· Flyers (for car windows, handouts, store counters, store windows, for each event and seminar) (case basis to support events – mailed to selected carrier routes and handed out)
· Direct mail postcards (4 card mailing x 30,000 just prior to first public services) (during month prior to launch. Possibly other times if free cards available)
· Special newsletters (mailed to community directly near meeting location -- at least once) (selected carrier routes to target events)
· Participation in local community and civic events (determine opportunities and get involved in as many as possible --- booths, etc.) (ASAP) – SEE NETWORKING PLAN
· Posters (used on case basis for large outreach events and grand opening)
· Outdoor banners (at least one 4’ x 10’ vinyl banner with basic info for use at outreach events and out front of Sunday meeting location) (purchased prior to outreach events)
· Free publicity (Public Relations – PR) (press release kit, “faith notes” free listings of church events, community interest articles released in conjunction with large events and start of worship services) (ongoing with emphasis prior to launch and at large events)—SEE NETWORKING PLAN
We will consider the following additional marketing weapons as God provides the opportunities:
· Door hangers (to be handed out within several weeks of launch)
· Magazines (builder/community magazines)
· Movie Theatre preview ads (Brier Creek and Durham theatre)
· Inserts (to local newspapers)
· Canvassing (door-to-door)
· Video brochures (CDs)
· Indoor banners
· Newspapers (small ads promoting specific events and opening day)
· Speaking Engagements (community organizations)
We will probably not use the following marketing weapons:
· Radio
· Television
· Billboards
· Blimps and other mid-air advertising
· Music (theme song)
· Targeted email
New Jerusalem’s specific niche is to create a safe environment (seeker sensitive) where messed up people feel comfortable sharing their lives and asking questions about God; a place that takes God seriously and ourselves much less seriously (humor breaks down barriers); a place that uses creative communication and a dash of cynicism to break down barriers with a skeptical culture. Our corporate identity is shaped by the values we live out. These include:
· Communicating the Truth in love: people hearing God's word in fresh and
relevant ways.
· Excellence: people honoring God by giving their very best.
· Fun: people enjoying God and each other.
· Servant Leadership: people leading and discipling other people.
· Life change (spiritual growth): people understanding, pursuing and taking their next step toward maturity in Christ no matter where they are spiritually.
· Prayer: people sharing every joy and need with God
· Relationships: people connecting relationally and caring for one another through genuine Christian Community.
· Seeker-sensitive culture: people building bridges to reach a lost and skeptical generation
· Service: people using their gifts to honor God and build up the church.
· Faith: people trusting that God as they step out on faith and seek to cooperate with what He is up to.
· Reaching lost people: people sharing and modeling their faith with others.
· Worship: people experiencing God through worship.
Our initial marketing priorities include:
· Advertising summer events (cookouts, etc.)
· Developing and printing a new “first touch” brochure
· Implement a “new movers’ program (send letter and cards to new movers) (need cards to mail and good list)
· List of all Community/NJC/developer newsletters – what are the opportunities?
· Summer sports sponsorship/Fall sponsorship (baseball and soccer?)
· Update Yellow Page Ad
· Web page up and ready for visitors
· Initiate monthly flyers to neighborhood (tri-fold letter)
· Finalize marketing giveaways and order (pens, magnets, etc.)
· Advertising for fall – investigate possibilities
· Establish a “testimonial next step journal”
· Networking (via Networking Plan) to better define marketing opportunities
Approximately 15% of our total budget will be spent on marketing through launch day.
C. Community Networking: The purpose of New Jerusalem’s community networking plan is to foster relationships with community and civic leaders in our target area. These relationships are expected to open up additional outreach and marketing opportunities and to enhance our strategy to establish broad name recognition in the community.
Our strategy for networking involves: 1) identifying as many community and civic leaders as possible, 2) obtaining contact information for these leaders, 3) prioritizing the list, 4) making contact with as many leaders as possible (e.g. letters, phone calls, emails, meetings, etc.), 5) getting our entire launch team involved in networking, 6) maintaining a database of community and civic leaders and 7) constantly looking for marketing and outreach opportunities.
The following organizations will be targeted:
· Real estate brokers (possible partnership with monthly newcomer seminar)
· Home Owner’s Associations (Durham) (ads in newsletters, sponsor web sites, sponsor community events, bands at community events, involvement on events committee, use of community centers, etc.)
· Homebuilder/Developers and their primary contacts –
· Store/business owners – map out all strip malls and meet business owners
· Public service personnel (police, fire department, etc.)
· Libraries
· Politicians (District Supervisor, Durham Mayor, Raleigh Mayor, etc.)
· Newspaper editors and staff reporters
· Community Web Sites (get linked on as many sites as possible)
· Community Clubs (e.g. gardening, Boy Scouts, Girl Scouts, etc.)
· School principals and Activities Directors and Counselors (also whoever is responsible for student’s volunteer time)
· Other churches
· Civic organizations and clubs (e.g. Lions Club, Chamber of Commerce, Rotary Club, Community Foundations, etc.)
· Sports leagues (kids and adults)
· Non-profit and/or community service organizations (lookup all 501c3 orgs)
We will work with the launch team to help coordinate the following (goal is for all the launch team members to be involved in networking):
1. Making a comprehensive list of community and civic leaders
2. Obtaining their contact information
3. Prioritizing the list
4. Making contact with each leader. Specifically be looking for partnership opportunities (existing opportunities such as newcomer seminar and new opportunities not yet identified) and facility opportunities.
5. Maintaining a database of contacts
6. Constantly looking for marketing and outreach opportunities
7. Sending personal invitation to all leaders (and their staffs) for all New Jerusalem outreach events and seminars
8. Issuing ongoing reports to the launch team and New Jerusalem staff about contacts made and opportunities for follow-up
XI. Planning Timeline: The following executive level timeline provides major benchmarks for the process. A more detailed checklist of actions is included in Appendix B.
Nov. 2008 First Launch Team Investigative Meeting
Nov. 2008 Prayer Emails Initiated (Weekly)
Nov.2008 Planning Milestone Complete
Nov.2008 Initial Launch Team Members Committed
January 2009 Lead Pastor Onboard
January 2009 Outreach Events & Service Projects Begin
January 2009 Initiate Small Group (Weekly)
January 2009 Small Groups Breakfast
February 2009 Summit Church Planters
February 2009 Acts29 Boot Camp
March 2009 Small Group Training Material
March 2009 Ed Stetzer - Pitfalls in Church Planting
March 2009 Church Visit
April 2009 Preview Launch(Easter)Brasa Restaurant
May 2009 Next Churches Seminar
May 2009 Association of Related Church ARC
May 2009 Church Visit
May 2009 Purpose Driven Church Summit Network
May 2009 SendRDU Luncheon
June 2009 Precepts for Life Training
June 2009 Advance 2009 Conference
June 2009 Second Preview Launch
June 2009 Church Plant Meeting (TX)
July 2009 Core Group Cook-out
August 2009 Church Visits/training
August 2009 Brasa Dinner Core Group
Sept 2009 Grand Church Launch
Brier Creek Launch Plan
I. Introduction
A. New Jerusalem Church, established in 2000, the church has revitalized and now to re-launched in September 2009. The New Jerusalem Church values the establishment of new churches as an effective means for reaching the unsaved with the Good News of Jesus Christ and as such is committed to supporting and starting new churches.
B. Durham, North Carolina (located in the prime market place in N.C.) it is one of the fastest growing counties in North Carolina. This explosive growth yields a fertile field for church planting. New Jerusalem Church currently has numerous families attending from Durham Co.
C. God has blessed New Jerusalem Church and we are praying that God provide us with financial support, staff support, heart, and provision to start a new church in Durham, North Carolina. In response to God's calling, the leadership of New Jerusalem Church is committed to launching this new Church Campus in early 2009.
D. New Jerusalem Church has adopted a small group church planting strategy. One dimension of this strategy is to plant additional campuses of New Church. Under this model, proven practices from existing small groups are adopted and used at the new Church. The result can be a higher quality launch that reaches more people at a lower cost. We will implement this model for the start of our Brier Creek location.
II. Purpose - This written Brier Creek Launch Plan serves the following purposes:
A. To identify, a clear vision for startup of the Brier Creek Church.
B. To identify detailed actions required to achieve the vision and to yield a high impact, high quality startup at minimum cost. The plan is intended to be flexible and adaptable as God leads us, and is not intended to be a fixed, unchanging document.
C. To provide a clear and concise written plan that will enable participants in the project to understand their roles and responsibilities in support of the vision. The plan is intended to be a guide that empowers, energizes and aligns participants in joyful works.
D. To provide a clear set of expectations to which the New Jerusalem Church Leadership Team (Elders) and other partners can assess and monitor the progress and effectiveness of the project. The plan identifies specific measurable expectations.
III. Governing Principles and Considerations - Throughout the Brier Creek church plant, the following principles and considerations will help guide and influence our planning and decision making:
A. God’s Provision: We trust and believe that God will do immeasurably more in New Jerusalem Church than we could ever ask or imagine. Our commitment is to put our trust and faith in God alone and not in our planning or works.
B. Our Purpose: Church planting provides the most effective means of reaching the lost. In all of our planning and programming, we will stay focused on our core purpose to lead people into a growing relationship with Jesus Christ. Additionally, we will strive to help all of our people at New Jerusalem Church to value and appreciate the importance of church planting, and to experience first hand the excitement of seeing God at work doing miraculous things.
C. Our Values: Our values (see section VII) define what is important to us. Our values shape who we are, what we do, and how we act. In all things, we will strive to model and live our values.
D. Faith: A new church plant challenges us to step out in faith beyond our current comfort levels. God’s blessing and provision in the early stages of the New Jerusalem Church is abundant. In response, we need to take big steps of faith. In Matthew 25:14-30, Jesus told the parable of the talents. The servants who were entrusted with much were faithful and thus were blessed with even more. We recognize God’s blessing on New Jerusalem Church and will strive to be faithful with the abundance He has poured out on us.
E. Prayer: We recognize the power and absolute necessity of seeking God’s direction at every stage of this process. Proverbs 16:9 says, “In his heart a man plans his course, but the LORD determines his steps.” We will make prayer a priority.
F. Relationships: Establishing, building and nurturing relationships with God, with one another, and with the Community will take priority in all we do. We are committed to love each other (I Corinthians 13), not to a product or process.
G. Excellence: We will strive for excellence in all that we do. Excellence honors God. We desire to eliminate barriers between Christ and the unsaved. We are committed to and demonstration of excellence will draw unsaved people to be more receptive to hearing and considering the good news of Jesus Christ.
H. Genius of the “And”: Launching a church plant campus in Brier Creek will enable us to reach more people AND improve the quality, efficiency and effectiveness of what we do. Conventional wisdom teaches that you can have either quantity or quality. Through the small group model of church planting, we seek to achieve both. As we grow, the work should get easier.
I. Planning: Planning for us is a means to an end, and not the end. We will always seek first to be lead by God without being constrained by our plans. We will use planning as a tool to help us join God in what He is doing and to accomplish what He is calling us to do. Planning will help us coordinate our limited resources to move us from where we are to where God wants us to be. Our plans will serve as a guide to help focus our efforts and will be updated to reflect where God is leading us.
IV. Executive Summary
A. The New Jerusalem will be a Church plant that targets young married professional couples with children. The Brier Creek Campus will be launched on September 2009 with an expected attendance of at least 400 people. Based on the current and expected growth patterns of our target population, the Church location is being targeted within a 9-mile radius of the Interstate 40, interstate 540 and Highway 70 intersection. The Church is hoping to meet in the new Panthers High School, Frankie’s Amusement Park or Movie Theater.
B. At launch, a core group of at least 75 people (approximately 50 adults and 25 children) will be actively participating in small groups. At launch, approximately 4-5 small groups will be in place and preparing to multiply within the first 3 months after launch. The development and growth of this core group is considered vital to a successful launch. From this group, future leaders will be developed, ministry teams will be filled, and a strong and active small group ministry will emerge. Considerable effort will be applied prior to launch in training, nurturing and growing this group.
V. The existing staff of New Jerusalem Church will participate in planning and implementation of the Brier Creek Campus launch. In the future we will be seeking to employ a staff; a Campus Minister with general oversight of all aspects of the new campus will be hired. A Children's Minister will also be hired (part-time, full-time, intern or resident TBD). A Student Minister/Elder may also be hired (part-time, full-time, intern or resident TBD). An Associate Director of Marketing
A. This individual will provide oversight of the marketing and outreach plans. This person will provide general administrative support of the new campus.
B. The new church is expected to be fully self-supporting within two years after launch. During these two years, total New Jerusalem Church funding in the amount of $100,000 (not counting tithes and offerings) is required. Funding in the amount of $160,000 is required to support pre-launch activities.
C. A goal of the launch plan is to hold attendance at or above the initial attendance level by leveraging strengths, resources and existing practices of New Jerusalem Church. People will be drawn to the Brier Creek location through one-on-one relationships with members of the core Small group, through targeted community outreach events and through a targeted marketing strategy. First time visitors will be drawn back and will make the Brier Creek Campus their Church home through practical and relevant biblical preaching, culturally relevant worship (including music, dramas and video), a biblical led sensitive environment, a strong children's ministry, experiencing first-hand the warmth and love of God, a large selection of life-changing small groups and excellence in everything we do.
VI. Roles and Responsibilities of Individuals, Support Teams and Partners - The successful plant of the Brier Creek Church requires that numerous individuals and groups work together for the common good of the project. This section identifies these individuals and groups, including a brief description of their responsibilities.
A. Brier Creek Campus Pastor: Responsibilities include:
· Serves as Team Leader for the launch team.
· Entrepreneurial ownership (owner’s perspective) of the Campus. This includes the following general aspects:
o Spiritual pulse of campus
o Quality pulse of campus
o Relational pulse of campus
o Needs pulse of campus
o Team function/health (includes weekly-on Sundays-contact with team leaders & members to encourage them—signs, Frontline, setup/tear-down, small group coaches, etc.)
· Finger on pulse of real and felt needs. Identifying which special classes are needed and getting them on the calendar.
· Maintaining a list of core leaders and making regular contact with them (e.g. emails, one-on-one meetings, etc.).
· Visiting small groups on a rotating basis
· Marketing/communications about church-wide events. Feeling personally responsible for making sure everything possible is being done to inform and get people to take next steps (i.e. attending, signing-up, etc). (Lead coordination.)
· Information Booker (switch operator): Point person for getting people plugged in to right place when they are seeking to get information or get plugged in. (Lead coordination.)
· Emergency Room Doctor: Crisis counseling that is beyond small group leader’s ability. (Lead coordination.)
· Marriage Counseling, Marriages, Funerals: Primary campus point of contact for these. (Lead coordination.)
· Unity: First, immediate touch on general disunity issues. Making sure some contact is made within 24 hours (i.e., people leaving church, etc.). (Lead coordination.)
· Staff Coordination: Coordinating staff involvement for campus-wide events. Keeping staff informed about campus issues/events. (Lead coordination.)
· Visitor Follow-up: Calling visitors. (Lead coordination.)
· Up front connecting the dots as the Face on Sunday morning. Adequately preparing before Sunday morning.
· Children’s Minister (TBD – hired by Oct 2009) – A Children’s Minister will be hired. This position will likely be an intern or resident position. As lead Children’s Minister, will have oversight responsibility of the lead Children’s Ministers at each campus.
· Student Minister (TBD – hired by January 2010 if applicable) – A Student Minister may be hired. If hired, this position will be an intern or resident position. This person would likely have other duties/responsibilities in addition to Student Ministry (e.g. Young Adults Ministry).
· Executive Minister – This individual is responsible for overseeing day-to-day operations and performance of the church plant, including management of staff. These responsibilities include long and short-term planning, and quality, efficiency and effectiveness of operations. (EM) will provide counsel and support to the lead Pastor in implementing the Brier Creek Launch plan.
· Marketing and Events Administrator – This individual is responsible for overseeing the implementation of the outreach and marketing plans. This includes developing and overseeing an outreach team consisting of people from the launch team.
· General Administrative and Logistics Support – This individual is responsible for providing general administrative support for the new campus.
· Staff – Our staff have responsibilities unique to a specific campus. With the increased responsibility associated with multiple campuses, the primary responsibility of staff will be defining and communicating vision, and equipping others to carry out the required work of the ministry. Vital to our success is the ability to become equippers versus doers.
· Prayer Team – A prayer team made up not only of New Jerusalem members and staff, but outside partners as well is vital to the success of this launch. A Prayer Team leader will be sought to help build the team and communicate prayer needs on a regular basis to them.
· New Jerusalem Leadership Team - The Leadership Team at New Jerusalem Church will oversee and have responsibility for the church according to the biblical principles set forth for Elders.
· Vision Design Church Planting (John Doe, John Doe and John Doe) - Passion for Planting helps new churches with a wide range of administrative services including launch plan management, marketing and equipment. Vision Design for Planting will be providing these services to New Jerusalem Church.
VII. Approach - This section provides an overview of the approach taken in developing this Brier Creek church Plan. This section is included for information to explain the sequence of steps taken in developing this launch plan.
A. Seeking to Understand What God is Up To: We value church planting. Wake and Durham are the fastest growing counties in North Carolina, which results in a fertile field for new churches. God has been blessing us with provision to move forward, including additional staff and financial resources. We continue to prayerfully consider where God is leading us in this project.
B. Multi-Site Model and Capturing the Best of New Jerusalem Church: With the close proximity our Church campuses, resources (e.g. staff, marketing, equipment, programming, facilities, etc.) can be shared between the two sites. The result can be a higher quality, higher impact launch at a lower cost (i.e. more people can be reached more effectively). Unlike a traditional church plant where new processes and practices may be implemented, the multi-site church plant improves and builds upon existing proven processes and practices of the church. Where improvements are identified, they are incorporated at both sites. We believe the small approach is well suited for the new church plant in Brier Creek. See section VII below for a more detailed explanation of the small group model.
C. Defining a Target Demographic and Potential Locations: An important step in laying the plans for Durham to understand the demographics of the population. Specifically, what does the average family in Durham to look like, including their age, number of children, where they live, what they do, their education, how much they earn, what they like to do, what their needs are, etc. See section VIII and Appendix A below for a more detailed explanation of our target demographics.
D. Opening Day (What Will We Look Like at Launch?): With the understanding that God’s provision in the New Jerusalem Church project is large and God is entrusting us with much, we start our planning by defining a picture of what we sense God calling us to look like at launch (first worship service). By first painting a picture of what we are to become, our planning becomes the road map for getting there. See section IX below for a more detailed description of what we will look like in Durham on opening day.
E. Defining Areas Critical to Our Success: After defining what we will look like at launch, we identify the elements/factors that are critical to achieving this goal. For the New Jerusalem Church Plant, these elements include a prayer team, core group development, vision casting and communications, small groups, marketing, staffing, facilities, equipment, finance, business and community partnering, ministry teams (e.g. setup/breakdown, worship, hospitality) and post-launch assimilation. Actions are identified for each of these areas.
F. Developing an Integrated Timeline of Activities: After developing written strategies for each of the areas that are critical to achieving our desired goals at launch, a single integrated planning timeline is developed. This timeline is a compilation of the actions identified above. The timeline is essentially a checklist of what needs to be done, when it is to be done, and who will do it. See section XI for a summary of key items from the timeline. Appendix B provides the entire integrated timeline. Separate from this launch plan, network diagrams have been developed to graphically show the relationship between all of the events in the timeline.
VIII. Applying the Small Group Model to New Jerusalem Church - What does it mean to be one church with many small group teams? In a nutshell, we will function like one church because our purpose, our values and beliefs (which largely shape our culture), and our strategy/approach will be the same between the groups. This section provides an overview of how the small group model will apply at New Jerusalem Church. See the campus sharing and integration strategy (Section XI.I below) for specific details of the small group model.
A. Although larger in scale, launching and integrating additional small groups’ poses many of the same challenges we will face in attempting to integrate and align our groups. The following graphic represents our ability to align our ministries and people to accomplish desired results. The small arrows represent people while the larger arrows represent groups of people (e.g. life groups, worship teams, support groups, missions groups, women’s ministry, Adult ministry, small group sites). For us, the large arrow represents New Jerusalem Church.
B. So how do we align the Church, with small groups, to achieve our desired result? We start by sharing a common purpose to which we are trying to align. As shown above, the bulls-eye on the target graphically represents our purpose. Simply stated, New Jerusalem Church exists to lead people into a growing relationship with Jesus Christ.
C. Aiming at a common purpose, a primary role of leadership is to communicate vision effectively and to equip others to effectively accomplish God’s work. Leadership is a key element of aligning the people and ministries of New Jerusalem Church on our common purpose. Our Lead Pastor will have overall leadership responsibility over all groups. Our Leadership Team (Elders) will be responsible for overseeing all sites according to the biblical role for Elders.
D. Organizational culture is a powerful tool for aligning people and ministries. Like guardrails along a road, culture helps to keep us from running off the road. Our culture is shaped primarily by our values, our beliefs, our expectations of people (norms) and how we empower our leaders. These elements are shown on the illustration above as our “guardrails along the road.” We will function as multiple sites with one culture. Specifically, all small groups of New Jerusalem Church will share common values, beliefs, expectations of people (norms), and empowerment of leaders (tether). For example, we value:
1. People and Relationships (a heart for God and a heart for people)
2. Changed Lives (we value people taking the next step no mater where they currently are in their spiritual journey)
3. God’s Leading, Power and Sovereignty
4. Prayer
5. Safe Environment for Seekers
6. Excellence
7. Leadership
8. Continuous Improvement
9. Distinctiveness
10. Fun
11. Purposeful Work
All sites will share these values.
E.Armed with common purpose, leadership, and culture, our approach to managing our resources will be common. Organizational elements that will be managed consistently between sites include communications (internal and external), long-range planning, processes/practices, programs, organizational structure, finances, facilities, and analysis/assessment. Just as culture represents the guard rail that keeps us from running off the road, our approach to managing resources is analogous to the lines on the road that help keep us moving in the right direction on the road. In addition to further helping to align our ministries and our people in achieving our common purpose, a common approach to managing resources should improve the quality and efficiency of our operations. For example, shared marketing allows the creative elements (i.e. staff energy and time) to be done one versus three times, and for printing to be done one time in larger quantity versus three times in smaller quantity (potentially saving money).
F. As stated elsewhere in this launch plan, the small group model can be a higher quality, higher impact launch at a lower cost. It is a practical application of the genius of the AND: we can reach more people AND improve the quality, efficiency and effectiveness of all we do. The goal is to ensure that ministry is not limited to the borders of what staff can do on their own.
Summary of Demographic Data
See Demographic in the attachment
Description of Average Target Family
New Jerusalem Church is a safe place for religious seekers who are interested in spirituality and Jesus, but are suspicious of churches. New Jerusalem is a safe place to find and pursue God as the only solution that will really satisfy their elusive search for contentment. New Jerusalem’s target family is 33 years old, married, considering a second child in the next 2 years, husband and wife both have a college education, half of the families have one spouse staying home with kids, earns over $100,000 per year, have considerable debt partly resulting from the high cost of living and from a culture that promotes instant gratification, are in some form of transition (e.g. new home, new kids, new job, new friends, etc.), spend a significant amount of time commuting, have their extended families living out of the area, are sensitive to spirituality but not sure that Jesus is real or the only way, had no or some exposure to religion as a child but are now skeptical of their parents (or grandparents) church and are consumed in raising their children (wanting to do better than their parents did).
AGE: 33
EDUCATION: College Grad
FAMILY: Married. One child. 3 years old. Considering another child in the next 2 years.
· Half the church: 2 working professionals
· Half the church: wife is stay at home
INCOME: $35,000-100,000+, and they are in debt (college, house, cars, credit card)
HOMETOWN: Family lives elsewhere. Most friends live elsewhere. Friends here are all new—within the last 5 years.
COMMUTE: 30-60 minutes (one way)
PSYCHOLOGICALLY: Transitional period. Either new child, new marriage, new to area, new job, new to adulthood…transition makes them more open to church than they’ve been in years (if ever).
CONCERNS: Feel disconnected from people—want friends. Suspicious of churches—interested in Jesus & spirituality. Turned off by “grandma’s church”. Debt… loves the stuff, buried by the burden.
Raising children—want to do better than divorced parents did. Want to raise kids who are happy, moral & set up for professional success.
IX. Opening Day
What will the new church look like on opening day? A very important question that shapes what we do between now and opening day! This action is not intended to constrain God. It is intended to proactively guide our planning to achieve more than we would otherwise. By defining a target for what we are shooting for (opening day), understanding where we are today and putting a plan together for getting there, we will have a better chance of reaching our goals.
God willing, opening day will look like the following:
The new church will be launched (first public worship service) on September 2009. The entire month of September will be treated as an opening month. We will consider a “launch month” approach rather than a “launch day”.
We are hoping on opening day, a total attendance of 400 is expected (not counting well wishers and any scaffold team members --- 75 core group, 325 first time visitors – this equates to a 1% response on the direct mail campaign – . Our goal, three months after launch, the total attendance is expected to be averaging 300 per week (75% retention on total, 65% retention on first time visitors).
At launch, all core group members should be actively participating in small groups within the target area. Through community outreach events and an aggressive small group ministry within the community, the core group will be established and built-up. .
At launch, at least 3 life groups will be in place and ready to multiply to 8-10 groups. Within three months of launch, 50 % of the weekly average attendance is targeted to be participating in small groups. Within one year of launch, the average number of people participating in small groups is targeted to exceed the average weekly attendance at worship services.
The style of music will be the same as the other campuses. We will need to decide whether to have an acoustic band to our service in Durham Co. . . .
The number of worship bands at launch will be at least 1 or 2 depending on rotation. .
At launch, the worship teams will be lead by a full-time Worship Minister who will oversee all worship teams at New Jerusalem. The Worship Minister will be the specific leader to Durham.
At launch, there will be 1 worship services (11am). Worship service can either be held in the main auditorium or in the atrium outside the auditorium. A Video Café service may work better in the atrium (round tables, etc.).
The Lead Pastor will do up front MC responsibilities.
A multimedia projector will be used for worship services. A new sound system will also be needed.
The Children’s Ministry will be fully functional during all services for all ages up through 5th grade. A new security notification system will be needed.
A traditional Sunday morning adult Sunday school will not be implemented. Instead, at least one adult small group will be offered as well as other felt need classes (e.g. money management, marriage, parenting, etc.) on Sunday morning. Selected Passion for Community classes (e.g. 12 steps) will also be offered.
Introductory membership classes will be offered within several weeks of launch.
Relational activities with staff (e.g. donuts and coffee Sunday morning, lunch Sunday afternoon, and picnic cookout) will be offered before launch to connect newcomers.
Special techniques to connect visitors at launch include giving each newcomer a visitor package with information about the church, sending a letter to each visitor, calling each visitor to welcome them and to see if they have questions, to specifically invite newcomers to visit a small group, offering a series of fun events/activities within the first 2 months after launch, timing a spring movie series to keep visitors coming back (and bringing their friends)
The initial meeting location will be UNKNOWN: Frankie’s, school or Movie Theater. The new high school features a 1000 seat auditorium. This large auditorium may present challenges in maintaining critical mass. (We may need to consider having one worship service). School-there is a large open area near the entryway to the auditorium. It is large enough for round tables in a video venue type service. We should consider doing service in this food court area rather than the auditorium. We could do most of Children’s Ministry in the auditorium (it can be divided into 3 rooms.)
The following ministries will be functioning at launch provided (1) servant leaders are identified and called by God and (2) commitment to a team and small group based ministry exists. Ministries will be small groups and teams based. Major events will be common to all campuses (e.g. retreats, trips, training, etc.).
· Children’s Ministry (lead by Resident/Intern team leader) – team based – number of teams based on how ages are grouped. At minimum, 3 teams (nursery/walker/toddler, pre-K/K, elementary). Program and physical environment and security system to be same/similar to other campuses.
· Student Ministry (Middle School and Senior High – lead by Resident/Intern leader) – Initially, ministry to be primarily small groups. Start with one and multiply regularly. Will attempt to establish good relationships within the high school and middle school. Potentially partner on some things. Consider establishing a leadership development program through Passion for Community. Also, consider establishing an office in the high school for New Jerusalem Staff to facilitate getting students plugged into community service (to meet graduation requirements). Consider getting some intramural/informal sports leagues going (e.g. 3 on 3 basketball leagues, flag football league, etc.).
· Young Adults Ministry (probably volunteer lead – potentially lead by Student Ministry Resident) - attempt to get at least one healthy small group started.
· Singles Ministry (probably volunteer lead) – attempt to get at least one healthy small group going similar to Centreville.
· Adult Ministry (at least one small group coach who oversees all small group leaders – coach and small group leaders are volunteer leaders)
· Senior’s Ministry (not initially)
· Support Care Ministry find passionate leader, start at least one group. Multiply.
· Men’s and Women’s Ministry (probably start at least one men’s small group and one women’s small group )
Goal in most ministries is to start at least one healthy small group as soon as possible. During prelaunch phase, establish healthy DNA for growth, evangelism and multiplication. Grow leaders and multiply groups.
The new church will be team based.
The following Ministry Teams will be staffed and fully functioning at launch
· Worship Teams (as indicated above)
· Portable Church: Technical/AV Team (sound and lighting production, video editing/production, PowerPoint, etc)
· Worship Support Team (setup/teardown, communion, offering)
· Frontline Team (greeters, hospitality, welcome/information table, tape ministry, etc.)
· Outreach/Events Team
· Marketing/Communication Team
· Children’s Team (e.g. setup/teardown, welcome table, material/supplies, curriculum, teachers, etc.)
· Sign Team (Outdoor Signs)
Portable signs/banners will be used in the community to advertise weekend services will consider new lighter weight designs for easier setup. At least 5 portable signs will be used. Depending on sign design, may need new sign trailer. Will consider using smaller light weigh A frames and lightweight “real estate/political ad” type signs (corrugated material).
Inside signs and banners will be used similar to the New Jerusalem Campus (each child’s class, auditorium, welcome sign, etc.). Signs to be professionally done by our banner company.
Communion and offering plates/bags to be same as current services.
Bibles and 3x5 cards for main service to be same as current services.
Greeters will be needed at New Jerusalem Campus. Parking attendants not required for parking control but should be considered for positive first touch with newcomers at least for first 2 months.
Storing the portable church will likely be park offsite with security surveillance (away from school or Movie Theater). We will purchase a portable church. We will need a truck and portable church trailer.
A church rental space for mid-week meetings (minimum of single large room) will be obtained if right price (<$1200 per month) and right location (good visibility with allowance for New Jerusalem Church sign) can be found.
CD duplicator only needed if sermon is live. For video sermons, message will be taped prior week.
The cost/quality of the initial equipment package (e.g. sound and lighting equipment) is most likely to be (circle one) high quality/high cost (nearly $30,000 in sound, lighting, Tech A/V).
The hospitality/food table will most likely consist of Starbucks coffee, bagels, donuts, cookies and juice (or equivalent items). Will consider purchasing single or double carafe coffee brewer rather than coffee urns.
Staff to consist of full-time Lead Pastor and two residents/interns.
X. Key Strategies/Plans: In addition to the plans identified above, the areas of outreach, marketing and community networking each have written plans as shown below:
A. Outreach Plan: The purpose of the New Jerusalem's outreach plan is to provide a safe and fun environment for seekers to experience New Jerusalem Church before they try our Sunday morning services or life groups. These fun, relevant events, seminars and community service activities offer a safe environment for people to build trust with New Jerusalem Church and provide great opportunities for our launch team to invite their friends. These events start conversations about New Jerusalem and Jesus.
Our outreach plan will begin in earnest in January 2009 and extend through launch on Easter Sunday in April 2009. We will conduct at least one major event per month in April 2009 through September 2009 (in some months the number will be well in excess of one --- for example, during the summer months, we will have dinner with each launch team member). We will conduct at least one high-quality felt-needs meeting per week (April 2009– September 2009). (i.e. at least 3 community meeting). Life groups will be challenged to plan and participate in at least one community service project per month.
It is a priority to maintain consistent themes throughout our outreach so that the community can connect the dots as we build name recognition. Specific themes include family, children, service, fun and WOW!
Top priorities for events include:
· Family dinner on Sunday afternoons (ongoing and regular – e.g. 1st Sunday afternoon of every month)
· Information meetings (one per quarter to share vision for new church)
· Seminars (parenting, financial, etc.)
· Cookout in July
· 9/11 memorial and/or Public servant appreciation right after new school opens
Top priorities for seminars include:
· Newcomers Guide to the Community (practical seminar to get new people in the community familiar with the services and features of the community) (this would be ongoing – one day each month)
· College Preparation for Parents Seminar (getting ready for the college years)
· Estate planning workshop (out of the workshop we get people plugged into a second seminar/workshop on finances/budgeting)
· School adoption program (lead by a teacher who is a Christian in cooperation with New Jerusalem Church)
Top Priorities for service projects include: Launch team/small groups to select ongoing service projects. Bias will be to the new high school where we will be meeting and to an adopted community charity/cause (e.g. adopt a highway or road).
The specific schedule of events includes (NOTE: This list does not include Support Care groups or Student Ministry events. These will be added later):
January
· Core Group Meeting
· Launch Team Dinner
· Service Project (small group/launch team)
February:
· Small Group Studies
· Neighborhood/community cookouts/pool parties
· Service Project (small group/launch team)
· Community Concert
March:
· Launch Team Dinner
· New Mover Seminar/Workshop
· Friday Night Fun Night
· Service Project (small group/launch team)
April:
· Preview Launch Church@Brasa
· Small Group Seminar/Workshop
· Service Project (small group/launch team)
May:
· Association of Related Church ARC
· Church Visits
· SendRDU Luncheon
June:
· Preview Launch Church@Frankie’s
· Advance 2009 Conference
· Prayer: the Core Group
· Round Table Church Plant Meeting
July:
· Fund Raiser Event: Portable Church
· Family Fun Fest Cookout
· New Mover Seminar/Workshop
· Family Movie Night
· Service Project (small group/launch team)
August:
· Church Visits
· Information Meeting (share vision for new church)
· New Mover Seminar/Workshop
· Family Movie Night
· Service Project (small group/launch team)
September:
· Launch Dinner
· New Mover Seminar/Workshop
· Launch Sunday
· Service Project (small group/launch team)
Communities/neighborhoods directly surrounding the Church location where we will be meeting will be targeted with a higher priority than other areas (but not exclusively).
We will spend up to 15% of our total expenditures through launch on outreach events.
B. Marketing Plan: The purpose of New Jerusalem Church’s marketing is to start and foster relationships with unconnected people. Our strategy for building relationships with unconnected people starts by building a positive reputation and trust throughout our target marketing area so that people will be more likely to respond to a specific invitation to a New Jerusalem event/activity. Over the next ten months, we will attempt to establish broad name recognition throughout our target area so that unconnected people will be more likely to respond to an invitation to our opening services.
New Jerusalem is a safe place for religious seekers who are interested in spirituality and Jesus, but are suspicious of churches. New Jerusalem is a safe place to find and pursue God as the only solution that will really satisfy their elusive search for contentment. New Jerusalem’s target family is 33 years old, married, considering a second child in the next 2 years, husband and wife both have a college education, half of the families have one spouse staying home with kids, earns between $34,000-$100,000 per year, have considerable debt partly resulting from the high cost of living and from a culture that promotes instant gratification, are in some form of transition (e.g. new home, new kids, new job, new friends, etc.), spend a significant amount of time commuting, have their extended families living out of the area, are sensitive to spirituality but not sure that Jesus is real or the only way, had no or some exposure to religion as a child but are now skeptical of their parents (or grandparents) church and are consumed in raising their children (wanting to do better than their parents did). We will use the following marketing techniques:
Ongoing techniques (at least monthly):
· Ads in newsletters (including NJC newsletters and community associations –attempt to get small ads in all local newsletters and on community web sites) (ASAP)
· Member mailing lists (e.g. letters, group emails, special invitations, newsletters, etc. – mail things to launch team members frequently – at least once per month in addition to group emails) – SEE COMMUNICATION PLAN
· Stationary with church logo and name (ongoing use)
· Adopt a local cause/charity (select a local cause/charity such as the new high school) (ASAP)—SEE NETWORKING PLAN
· Testimonials (maintain a journal of personal testimonies of people from the new church) (ongoing)
· New movers program (send welcome letter and cards to new residents) (ASAP)
· Web sites Also get site linked to as many community sites as possible) (ASAP)
· Word of mouth (community networking—launch team constantly inviting friends) (ongoing)
· Yellow pages (Small ad in Durham phone book) (ASAP to verify)
· Sponsorships of community events and teams (sponsor a summer and fall kids sports team, also look to be a sponsor for the new high school’s football team) (ASAP)—SEE NETWORKING PLAN
· Flyers (recruit launch team members – advertise events – general info – selected carrier routes monthly)
Giveaways (first touch): To be given away at events where possible.
· Brochures (new church brochure that can be used as first touch for visitors—could also be mailed to homes) (Design and print ASAP)
· Business cards (invite cards with new church grand opening information) (ASAP after date and location confirmed)
· Special marketing giveaways (pens and magnets) (ASAP)
· Ticket/invitation cards (high quality, 2 sided color invite cards announcing new campus) (Case basis for upcoming events and grand opening)
Event Specific or One Time: To be considered for each event and seminar.
· Direct mail letters (saturate local carrier routes in the area near special events: 3-5 carrier routes per mailing) (target selected carrier routes at least monthly)
· Portable outdoor signs (at least 5 large A-frame or real estate type signs) (purchase prior to launch day)
· Flyers (for car windows, handouts, store counters, store windows, for each event and seminar) (case basis to support events – mailed to selected carrier routes and handed out)
· Direct mail postcards (4 card mailing x 30,000 just prior to first public services) (during month prior to launch. Possibly other times if free cards available)
· Special newsletters (mailed to community directly near meeting location -- at least once) (selected carrier routes to target events)
· Participation in local community and civic events (determine opportunities and get involved in as many as possible --- booths, etc.) (ASAP) – SEE NETWORKING PLAN
· Posters (used on case basis for large outreach events and grand opening)
· Outdoor banners (at least one 4’ x 10’ vinyl banner with basic info for use at outreach events and out front of Sunday meeting location) (purchased prior to outreach events)
· Free publicity (Public Relations – PR) (press release kit, “faith notes” free listings of church events, community interest articles released in conjunction with large events and start of worship services) (ongoing with emphasis prior to launch and at large events)—SEE NETWORKING PLAN
We will consider the following additional marketing weapons as God provides the opportunities:
· Door hangers (to be handed out within several weeks of launch)
· Magazines (builder/community magazines)
· Movie Theatre preview ads (Brier Creek and Durham theatre)
· Inserts (to local newspapers)
· Canvassing (door-to-door)
· Video brochures (CDs)
· Indoor banners
· Newspapers (small ads promoting specific events and opening day)
· Speaking Engagements (community organizations)
We will probably not use the following marketing weapons:
· Radio
· Television
· Billboards
· Blimps and other mid-air advertising
· Music (theme song)
· Targeted email
New Jerusalem’s specific niche is to create a safe environment (seeker sensitive) where messed up people feel comfortable sharing their lives and asking questions about God; a place that takes God seriously and ourselves much less seriously (humor breaks down barriers); a place that uses creative communication and a dash of cynicism to break down barriers with a skeptical culture. Our corporate identity is shaped by the values we live out. These include:
· Communicating the Truth in love: people hearing God's word in fresh and
relevant ways.
· Excellence: people honoring God by giving their very best.
· Fun: people enjoying God and each other.
· Servant Leadership: people leading and discipling other people.
· Life change (spiritual growth): people understanding, pursuing and taking their next step toward maturity in Christ no matter where they are spiritually.
· Prayer: people sharing every joy and need with God
· Relationships: people connecting relationally and caring for one another through genuine Christian Community.
· Seeker-sensitive culture: people building bridges to reach a lost and skeptical generation
· Service: people using their gifts to honor God and build up the church.
· Faith: people trusting that God as they step out on faith and seek to cooperate with what He is up to.
· Reaching lost people: people sharing and modeling their faith with others.
· Worship: people experiencing God through worship.
Our initial marketing priorities include:
· Advertising summer events (cookouts, etc.)
· Developing and printing a new “first touch” brochure
· Implement a “new movers’ program (send letter and cards to new movers) (need cards to mail and good list)
· List of all Community/NJC/developer newsletters – what are the opportunities?
· Summer sports sponsorship/Fall sponsorship (baseball and soccer?)
· Update Yellow Page Ad
· Web page up and ready for visitors
· Initiate monthly flyers to neighborhood (tri-fold letter)
· Finalize marketing giveaways and order (pens, magnets, etc.)
· Advertising for fall – investigate possibilities
· Establish a “testimonial next step journal”
· Networking (via Networking Plan) to better define marketing opportunities
Approximately 15% of our total budget will be spent on marketing through launch day.
C. Community Networking: The purpose of New Jerusalem’s community networking plan is to foster relationships with community and civic leaders in our target area. These relationships are expected to open up additional outreach and marketing opportunities and to enhance our strategy to establish broad name recognition in the community.
Our strategy for networking involves: 1) identifying as many community and civic leaders as possible, 2) obtaining contact information for these leaders, 3) prioritizing the list, 4) making contact with as many leaders as possible (e.g. letters, phone calls, emails, meetings, etc.), 5) getting our entire launch team involved in networking, 6) maintaining a database of community and civic leaders and 7) constantly looking for marketing and outreach opportunities.
The following organizations will be targeted:
· Real estate brokers (possible partnership with monthly newcomer seminar)
· Home Owner’s Associations (Durham) (ads in newsletters, sponsor web sites, sponsor community events, bands at community events, involvement on events committee, use of community centers, etc.)
· Homebuilder/Developers and their primary contacts –
· Store/business owners – map out all strip malls and meet business owners
· Public service personnel (police, fire department, etc.)
· Libraries
· Politicians (District Supervisor, Durham Mayor, Raleigh Mayor, etc.)
· Newspaper editors and staff reporters
· Community Web Sites (get linked on as many sites as possible)
· Community Clubs (e.g. gardening, Boy Scouts, Girl Scouts, etc.)
· School principals and Activities Directors and Counselors (also whoever is responsible for student’s volunteer time)
· Other churches
· Civic organizations and clubs (e.g. Lions Club, Chamber of Commerce, Rotary Club, Community Foundations, etc.)
· Sports leagues (kids and adults)
· Non-profit and/or community service organizations (lookup all 501c3 orgs)
We will work with the launch team to help coordinate the following (goal is for all the launch team members to be involved in networking):
1. Making a comprehensive list of community and civic leaders
2. Obtaining their contact information
3. Prioritizing the list
4. Making contact with each leader. Specifically be looking for partnership opportunities (existing opportunities such as newcomer seminar and new opportunities not yet identified) and facility opportunities.
5. Maintaining a database of contacts
6. Constantly looking for marketing and outreach opportunities
7. Sending personal invitation to all leaders (and their staffs) for all New Jerusalem outreach events and seminars
8. Issuing ongoing reports to the launch team and New Jerusalem staff about contacts made and opportunities for follow-up
XI. Planning Timeline: The following executive level timeline provides major benchmarks for the process. A more detailed checklist of actions is included in Appendix B.
Nov. 2008 First Launch Team Investigative Meeting
Nov. 2008 Prayer Emails Initiated (Weekly)
Nov.2008 Planning Milestone Complete
Nov.2008 Initial Launch Team Members Committed
January 2009 Lead Pastor Onboard
January 2009 Outreach Events & Service Projects Begin
January 2009 Initiate Small Group (Weekly)
January 2009 Small Groups Breakfast
February 2009 Summit Church Planters
February 2009 Acts29 Boot Camp
March 2009 Small Group Training Material
March 2009 Ed Stetzer - Pitfalls in Church Planting
March 2009 Church Visit
April 2009 Preview Launch(Easter)Brasa Restaurant
May 2009 Next Churches Seminar
May 2009 Association of Related Church ARC
May 2009 Church Visit
May 2009 Purpose Driven Church Summit Network
May 2009 SendRDU Luncheon
June 2009 Precepts for Life Training
June 2009 Advance 2009 Conference
June 2009 Second Preview Launch
June 2009 Church Plant Meeting (TX)
July 2009 Core Group Cook-out
August 2009 Church Visits/training
August 2009 Brasa Dinner Core Group
Sept 2009 Grand Church Launch
Saturday, June 20, 2009
Books You Must Read
For Marriage: Sacred Marriage by Gary Thomas (this is the best book on marriage ever written) and a pair of very practical books called For Men Only and For Women Only by Jeff and Shaunti Feldhann
For Leadership: Leadership and Self Deception by the Arbinger Institute (a group of highly intelligent but not-necessarily-Christian leadership gurus stumbled onto the sin nature) and The Cross and Christian Leadership by D. A. Carson (this is an exposition of 1 Cor 1-4 on Paul’s view on Christian leadership. Truly life changing.)
For Church Philosophy: Simple Church by Thom Rainer and the Deliberate Church by Mark Dever.
To Totally Energize you Spiritually: 50 Days of Heaven by Randy Alcorn. (Nothing like Heaven to give focus to your life now) and The Return of the Prodigal Son by Henri Nouwen. (All I can say is "wow." This book is breathtaking).
For a Great, intelligent but very readable interaction on hot topics: How to be a Christian in College by J. Budizewski
For Nerdy Worldview/Apologetics Stuff: The Victory of Reason by Rodney Stark and The Rise of Christianity by Rodney Stark; Creation Regained by Albert Wolters
For Evangelism Motivation: Confessions of a Reformission Christian by Mark Driscoll and Tell the Truth by Will Metzger.
I would encourage you, especially if you’re training for ministry, to read widely and with balance. Don’t read all leadership books; don’t read all theology books; don’t read all Christian books. I try to balance my reading in the following categories: 1. Biography; 2. Theology; 3. Leadership and Church Philosophy; 4. Devotional; 5. Culture and Philosophy; 6. Fiction or Historical Novels.
As John Wesley said, "Either read or get out of the ministry!"
For Leadership: Leadership and Self Deception by the Arbinger Institute (a group of highly intelligent but not-necessarily-Christian leadership gurus stumbled onto the sin nature) and The Cross and Christian Leadership by D. A. Carson (this is an exposition of 1 Cor 1-4 on Paul’s view on Christian leadership. Truly life changing.)
For Church Philosophy: Simple Church by Thom Rainer and the Deliberate Church by Mark Dever.
To Totally Energize you Spiritually: 50 Days of Heaven by Randy Alcorn. (Nothing like Heaven to give focus to your life now) and The Return of the Prodigal Son by Henri Nouwen. (All I can say is "wow." This book is breathtaking).
For a Great, intelligent but very readable interaction on hot topics: How to be a Christian in College by J. Budizewski
For Nerdy Worldview/Apologetics Stuff: The Victory of Reason by Rodney Stark and The Rise of Christianity by Rodney Stark; Creation Regained by Albert Wolters
For Evangelism Motivation: Confessions of a Reformission Christian by Mark Driscoll and Tell the Truth by Will Metzger.
I would encourage you, especially if you’re training for ministry, to read widely and with balance. Don’t read all leadership books; don’t read all theology books; don’t read all Christian books. I try to balance my reading in the following categories: 1. Biography; 2. Theology; 3. Leadership and Church Philosophy; 4. Devotional; 5. Culture and Philosophy; 6. Fiction or Historical Novels.
As John Wesley said, "Either read or get out of the ministry!"
Tuesday, June 16, 2009
FAMILY AND FRIENDS COOKOUT
Join us for Free food, games for the kids, jump house, facepainting, family fun and more!
How important is it to spend time together in a
positive way as a family? Scientific research on
building family strengths has shown consistently that
“working and playing together” or “spending positive
family time” or “a willingness to spend time together”
is among the most critical factors in developing
strong family ties. In addition, it is not uncommon for
a child to ask a parent to “spend some time with me”
or for a spouse to express a hope for “more time
together.” Time is the fabric of human existence and
perhaps the most meaningful gift one person can
give to another. But how do you manage to create
family time today when competing with the demands
of work, education, entertainment, or other interests?
Again,Join us Sunday, July 26, 1pm“ Where MEAT greet take on a whole new meaning!”
Church@Frankie's
It feels good to be used by God..thank you JESUS!
From Tonia M Dunn and Will Ward... off of their Facebook today... I couldn't agree more. New Jerusalem Church, you were paid one of the highest compliments last weekend that I can think of in terms of first impressions. As many of you know, we hosted the Church@Frankie’s event at the Frankie’s, Sunday.
Here’s what she said, “thank you so much for the blessing today at Frankie's. Being a single mom and with business slow, I would have not been able to afford everything today. It was truly a pleasure and I THANK YOU from the bottom of my heart!”
Here's what he said, "Pastor Yon I must say that I had a great time with the young men...watching Christian, Israel, Gillis and Jakobe interact and enjoy themselves makes my heart smile and knowing it was ALL done with God being the orchestrator and Jesus being the director and you being the facilitator made it all the more better. Thanks from my family to yours and thanks for including us in as your spiritual family. I look forward to the many great times to come."
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