Glory Vision 2030

2014

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Table of Contents

Administration ....................................................................................................................................... 4

Administration Plan Overview ...................................................................................... 4

Evaluation of Staffing ................................................................................................... 4

Administration Vision Statement .................................................................................. 8

Accomplishing the Vision through 2030 ....................................................................... 9

Communication ................................................................................................................................... 20

Communication Plan Overview .................................................................................. 20

Evaluation of Communication (GCM) ........................................................................ 20

Communication of Nehemiah Team .......................................................................... 29

Communication Vision Statement .............................................................................. 34

Accomplishing the Vision through 2030 ..................................................................... 34

Facilities ............................................................................................................................................... 36

Facilities Plan Overview ............................................................................................. 36

Evaluation of Facilities ............................................................................................... 36

Current Care of Facilities ........................................................................................... 39

Facilities Vision Statement ......................................................................................... 39

Accomplishing the Vision through 2030 ..................................................................... 40

Building Program Overview: The Call and Considerations of a Building Program for Grace Church of Mentor ............................................................................................ 40

The Call: An Invitation to Obey .................................................................................. 40

The Call: An Invitation to Prepare .............................................................................. 43

The Considerations: ................................................................................................... 44

Funding ................................................................................................................................................ 56

Funding Plan Overview .............................................................................................. 56

Funding as is evaluation ............................................................................................ 56

Summary ................................................................................................................... 59

Funding Vision Statement .......................................................................................... 60

Accomplishing the Vision through 2030 ..................................................................... 60

Appendix .............................................................................................................................................. 63

Appendix A: Administration Evaluation Outline .......................................................... 63

Appendix B: Choose a Style of Leadership ............................................................... 71

Appendix C: Worship Planning .................................................................................. 74

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Appendix D: 8 Simple Ways to improve Church Communication .............................. 75

Appendix E: Communication Priorities ....................................................................... 77

Appendix F: Average Growth Rate ............................................................................ 79

Appendix G: Facilities Assessment Report 2014-15 Budget Year ............................. 80

Facilities Assessment Project Report ................................................................................................. 80

Table of Contents ...................................................................................................... 81

Introduction ................................................................................................................ 82

Findings ..................................................................................................................... 85

Appendix H: Property Card Report ............................................................................ 94

Administration Administration Plan Overview

Planning for Worship We have reviewed and documented the planning of worship, the staffing of those who plan worship, execution of the ordinances, and logistics such as auditorium capacity and auxiliary seating.

Physical Resources Grace Church has enjoyed utilizing the tools of technology. Investment in these tools is proving to be critical in accomplishing our mission in our culture. We continue to make strides in our facilities but a thorough evaluation by the facilities team has objectified the need for more space to accomplish our mission.

Staffing A brief evaluation of staffing structure is below. Recommendations for staffing needs is in the high-level plan.

Evaluation of Staffing

Understaffed vs. Unilaterally staffed The problem of church staffing is not a light one. Our Church staffing structure will either allow for growth in an organized way or stifle growth and cause organizational issues affecting souls.

Perception: understaffed Staff feel the work load. Staff’s plates are full. Administrative staff feels that they are not making progress job description and ministry needs. There are multiple staff doing the same ministry functions. There are many ministry functions that are not “owned” by a particular staff person. Ministry functions may sometimes fall through the cracks. As a result staff are concerned trying to avoid “stepping on one-another’s toes,” unsure of who to go to for certain ministry functions, and are not clear as to what ministry functions they are responsible. Often these “unowned,” unassigned and even personally responsible ministry functions (like ordering books) ends up in the default, catch-all role of the office (Ronda and Donna). Many churches comparable to our size (but perhaps not growth rate) have the same amount of staff or fewer.

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Problem: unilaterally staffed While it may be true that there are certain additional staffing needs (namely an Executive Assistant for Pastor Tim and secondarily Facilities/IT), hiring additional headcount will not alleviate the problems above. Effectively, the administrative (not pastoral) staffing chart looks like this:

In reality Pastor Tim’s ministry demands (as head pastor) do not allow for him to serve

as an Office manager/ Administrator in addition to preaching, counseling, vision-casting, etc. The administrative structure is more adequately represented like this: Conclusion: While in a small to small-medium sized church (see Choose a Style of Leadership;

number 2. “The one man operator”) having a general, default, catch all administrative setup would be a practical staffing

structure (that’s why it worked for GCM up until now) restructuring the staff to accommodate: 1) Additional Church members and attenders; 2) Additional oversight of events/activities; 3) Additional staff and ministry functions will be necessary to grow.

Solution: Restructure staff assigning ownership of every ministry function of GCM Positive outcomes of restructuring:

Ownership of ministry functions: All ministry functions of GCM will be assigned to a

staff member. This staff member will be responsible for the success or failure of this

ministry (from an administrative standpoint). This will allow miscellaneous ministry

functions that are sometime forgotten about and “juggled” by multiple people to

“relate” directly to a staff member.

Reduce ministry confusion internally (staff) and externally (members, community) of

who does what. Often time is wasted and people grow frustrated because those outside

the office staff do not know who to go to. This will always be a “problem,” but

restructuring and defining roles will help alleviate this ministry confusion and help

facilitate funneling the “problem” to the correct person more efficiently.

Reduce duplicating ministry efforts. Currently multiple staff will start working on a

solution to a “problem” only to find that another staff member has been working the

same “problem.” This will only compound as we gain additional staff, membership, and

attenders and our community relationships grow.

One clear direction. There are often multiple ways to efficiently and within GCM’s

Mission to accomplish the same “task,” Have one clear person oversee various tasks

Pastor Tim

Ronda Donna PK Steve

Ronda Donna PK Steve

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assures a clear, cohesive direction. We must be careful, however, to keep from having

ministry silos.

Maximize ministry impact. Assigning ownership to staff members allows them to be

creative and expend as much energy as possible in their ministry function. Not sure if

one will step on another’s toes or duplicate ministry effort consequently hinders the

staff’s “working” of ministry functions. Restructuring will provide an environment

where staff can minister to their full potential.

Streamline ministry functions with staff. Restructuring to put similar ministry functions

under one staff member will provide for greater efficiency, clarity, and effectiveness.

Accountability. Accountability is necessary for growth. Whether there is an area of

ministry that is going quite well or an area of ministry that needs to be shored up, to

have someone directly “attached” to those ministry functions is necessary for continued

growth.

Define how staff relate. Should the office perform this function or is it the staff

member’s personal ministry responsibility? “Should I do this function or let them know

that this will interfere with my ministry responsibilities?” These are questions that do

not always have clear answers, restructuring will help answer them.

“Change” pains of restructuring Takes time. Restructuring will not answer the email in our inboxes.

Takes growth. Restructuring means things will change.

Will not be easy.

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Will require a

different

hierarchal

structure.

Restructuring should necessarily alleviate Pastor Tim from overseeing the administration of the church while providing a definite overseer of the necessary administration. *In our current setup we either have an overseer (Pastor Tim) or we don’t (another

staff member or no one at all, but not the same person). * Note: This is day to day ministry. Elders superseded this structure. The leader’s task is to say, “Here’s where we are, and there’s where we ought to go.” The administration’s task is to determine how to get there.1 Proposal (Steps to get there)

1. [next 1-3 months] Aside from current individuals/titles determine the best

administrative structure for GCM (proposed above).

2. [2-4 months] Take the administrative structure and fill in current staff

a. If holes exist, propose additional staff and time table

b. Give six months to a year to see how structure “fits” with each staff member

1 Smith, F. (1986). Vol. 5: Learning to lead: Bringing out the best in people. The Leadership Library (39). Carol Stream, IL: CTi.

Senior Pastor

Director of Admin

Office

Facilities

Tech

Associate Pastor

Asst. Pastors

Deacons

Director of Outreach

Arch GLBI

Executive Assistant

501c3 Assitant

Strategic Develop.

Treasure

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3. [8-16 months] Make practical and/or necessary adjustments with the goal of moving

towards as clean a structure as possible

4. [8-16 months] Internal and external assessment.

5. Yearly reviews to Head Pastor.

Philosophy of staffing: Staffing the Structure 3 biblical models for the primacy of structure vs. staffing (giftedness). Jethro’s Advice. In Exodus 18 Jethro advises Moses to delegate some of his judicial responsibilities in order to not over exhaust himself or unduly frustrate the people. Moses was charged with finding men capable (cf. Deut 1:13,15) of filling the delegated role. These roles were structured by importance and rank (not by the men to fill them) (cf. Exodus 18:21). They were then filled by capable men (in both character and ability). Paul’s Illustration of the Body. Paul expresses several key truths with the illustration of the Church as Christ’s Body. 1) Christ is the head. 2) The church, as body, is a strategic part in displaying and serving Christ, the head. 3) Distinctly different functions are necessary within the body. 4) While there are different functions there is definite unity. 5) That every distinct yet unified member is necessary for bodily function and growth. For the Body to work, it is evident that there must be a head and that the members must perform different but essential roles for growth to take place (Eph 4). The hand and feet functions are different, distinct and essential for normal operation. The Priority of Roles over Giftedness. New Testament Church leadership is defined by roles (Elder and Deacon). These roles are further defined by specific Greek words Elder as a Bishop/Overseer/Administrator, Shepherd, Preacher, Teacher and Deacon as Servant. The office of Elder and Deacon are defined by these roles (not by giftedness). Giftedness defines who can fill those roles. Giftedness is given to each leader by the grace of God to fill specific roles; roles are not given to men primarily to fulfill giftedness. While it is true that a man cannot fill the role without God-given giftedness (and character), the priority is evident that the church must have these positions and cannot exist without them and can only be filled by those that have been suited to do so through their giftedness and experience. See Appendix B for a Helpful excerpt describing staffing and leadership.

Administration Vision Statement

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GCM envisions a New Testament church that orderly, purposefully and reverently worships God, efficiently and excellently organizes the pastoral and support staff (both paid and unpaid2), provides excellent tools and training to its staff, leadership and congregation to accomplish her mission.

Accomplishing the Vision through 2030

2015

Staffing Questions to answer: How do we continue with the philosophy of “Nothing by Chance & Excellence in all Aspects of Worship”? How can manage the staffing needs of Grace Church? What will the staffing look like as we increase in numbers and space? As we address the staff needs, we have to address both the paid and volunteer staff that the church uses on a weekly basis. We need to provide the necessary training, support and documentation of these individuals.

1. Create an organizational chart for all employees and volunteers. 2. Survey of what staff and volunteers are doing currently in ministry

o Draw from survey all items pertaining to administration o Evaluate results of administrative activities o Determine “activities” to be addressed, then provide a job description o Establish an organizational chart o Document other repeated “activities” found in survey

3. Create a job task analysis for all current employees and unpaid. 4. Restructure staff (see below) 5. Determine when paid /unpaid staff is to be added and who they report to 6. Provide written risk management, safety procedure and evaluation documentation. 7. Determine administrative staffing needs

a. To determine administrative staffing needs, these factors are necessary for any staffing additions to GCM:

Need

Work load

Funding

Restructure Staffing Restructuring should necessarily alleviate Pastor Tim from overseeing the administration of the church while providing a definite overseer of the necessary administration. *In our current setup we either have an overseer (Pastor Tim) or we don’t (another staff member or no one at all, but not the same person).

2 Unpaid staff designated as a critical responsibility and commitment.

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* The leader’s task is to say, “Here’s where we are, and there’s where we ought to go.” The administration’s task is to determine how to get there.3

Proposal (Steps to get there) 1. [next 1-3 months] Aside from current individuals/titles determine the best administrative

structure for GCM (proposed above). 2. [2-4 months] Take the administrative structure and fill in current staff 3. If holes exist, propose additional staff and time table 4. Give six months to a year to see how structure “fits” with each staff member 5. [8-16 months] Make practical and/or necessary adjustments with the goal of moving towards as

clean a structure as possible 6. [8-16 months] Internal and external assessment. 7. Yearly reviews to Head Pastor.

Worship Planning Questions to answer:

1. How do we continue with the philosophy of “Nothing by Chance & Excellence in all Aspects of

Worship”?

2. When is the worship planning to be handed over to another?

3. How can all aspects of worship be incorporated?

3 Smith, F. (1986). Vol. 5: Learning to lead: Bringing out the best in people. The Leadership Library (39). Carol Stream, IL: CTi.

Senior Pastor

Director of Admin

Office

Facilities

Tech

Associate Pastor

Asst. Pastors

Deacons

Director of Outreach

Arch GLBI

Executive Assistant

501c3 Assitant

Strategic Develop.

Treasure

Administration

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Currently all aspects of worship are planned based on the theme presented by the Senior Pastor. Who is

involved and how can we continue to see the philosophy of worship be strengthened?

1. Determine if the current individual planning the worship should begin training another pastor to

take over this task.

As more definitive administrative roles are assessed for the pastoral (assoc. & asst.) staff, all

worship planning would be delegated to one staff member.

2. How to communicate all aspects of worship including Scripture, song, prayer and giving.

This designated staff member would then be responsible to cascade the “theme” from the Sr.

Pastor to potential future designated worship heads that would be responsible for the content

of each segment of the worship service.

3. Develop a written worship planning document that incorporates all items from item #2 above.

With a prescribed time line to allow for effective worship planning, the worship heads would

submit their proposal to the designated Admin Pastor for his placement in the order of worship.

4. Who needs to be included for support staff and documentation of ordinances?

Planning for, and timing of services with any ordinance would also be coordinated by the

designated Admin. Pastor, with approval by the Sr. Pastor. Records of these would be kept by

the church secretary for later use and compilation.

Worship Logistics Questions to answer:

1. Should the theme developed by the Senior Pastor be consistent across all worship services?

2. How do we continue with the philosophy of “Nothing by Chance & Excellence in all Aspects of

Worship”?

3. How can we maintain worship in multiple areas?

4. How do we honor God in the Ordinances of the Church?

5. How do we maintain God-honoring worship practices in a day when those practices are being

exchanged for entertainment driven choices?

6. Is there value in reversing the order of services on Sunday morning, where the corporate

worship would precede the SS classes? In light of this question you raise, could the SS classes

then be a continuation/development/application of the morning sermon?

As we delve into the logistics of worship, we need to consider all areas of the church that will be used

for worship, the Ordinances of the Church, the music and instruments, and special services.

Recommendations

1. What areas will be used for overflow and how do we maintain a “standard of Worship” that is

consistent with the sanctuary?

a. Additional hymnals and Bibles for these areas b. Rotate leadership into room to facilitate worship

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c. Provide bulletins for these areas & new visitor packs (?) d. Musical accompaniment to these areas, to match auditorium (piano) e. Add soundproofing insulation to walls and possibly ceiling space f. Ushers need to be aware of individuals in this area and leadership should have

method to contact nurse on call/security/ushers

2. How can the Ordinances be handled for all areas of worship?

a. Develop policy & procedure checklists for baptisms b. Train additional set up/facilitators/greeters/assistants in room c. Budget for backup heater for baptistery d. Develop database for all baptism records – start with new and add past. e. Train additional Lord’s Table prep teams f. Purchase serving equipment to accommodate overflow areas g. Provide additional servers for Lord’s Table in overflow areas.

Technology Questions to answer:

1. How do we continue with the philosophy of “Nothing by Chance & Excellence in all Aspects of

Worship”?

2. How can we maintain worship in multiple areas through technology?

3. How do we meet the needs of congregation with advances in technology?

As we delve into technology, we need to realize that this is an ever changing item and what is current

and new today, will be considered outdated in the future. What the future holds for this area of

worship there is no telling. As with all areas of Grace Church, we need to look at this in light of how it

glorifies God.

Update and improve current technology in overflow areas. Modify seating in Berean Room (See Nick Bair). TV in nursing room (& hymnals). Expand wiring. Smaller mounted TV should do. Expand Overflow areas as needed. Expand Wiring. Purchase TV for additional Overflow room. $1K-$1.2K.

Review current computers and website for ease of use and compliance with needs. Modify website to do searches for sermons and/or content based on different categories (i.e. topic, speaker, kids, etc.) App for church website Already done. See Quan Hoang (1st 5 yrs). Maintain current quality.

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How can we use Skype, FaceTime, Podcasts and live broadcast to meet the needs of our members who can’t make it to church? Bi-weekly Skype sessions with shut-ins, etc.. Designated member w/ skype/computer experience to visit shut-in’s residence to assist with Skype call if distance does not prohibit.

Develop an integrated plan to use current technology to honor God in our worship. More rigidity, training, culture shift (See Question 1 at top of page)(See Nick Bair for further explanation and planning) Rehearsals Sound checks Assigned Roles Running camera Two microphones and two people running microphones Choose next person to speak while first is still speaking.

2020

Staffing 1. Visit and revise present risk management and safety document 2. Establish job descriptions for elders, deacons and ministry leaders (i.e. Nursery Director).

Formal Job Description (Position) 1. --critical competencies 2. --secondary competencies 3. --responsibilities 4. --supervisor 5. –hourly commitment.

3. Establish Interview criteria for competencies related to job description (to be included in interview process).

4. Develop a packet is needed to address staff expectations, benefits, technology credentials, any necessary training, keys, codes, etc as appropriate. Other Orientation procedures.

5. Some suggestions:

Air/Temp Settings

Key Access

Building Codes and Alarms

IT Access including second screen, mouse, keyboard, email, SharePoint, OneDrive, NLT access, microsoft updates (let them know about the 5 free copies for home use as well)

GCMoffice and GCM online. Quick overview. Credentials. Etc.

Yearly evaluation processes/performance reviews

Parking

Dress

Office Culture Expectations

Discipleship

Voicemail

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Organizational chart 6. Provide written evaluation for each paid/unpaid staff member based on their job description 7. Visit and evaluate to find any continual need(s) with the ministry 8. Provide continual education/training for all staff

Below is a staffing blueprint that outlines the tasks to be completed between the Equip and Glory Team. The Staffing goals for this year increment 2015-2020 for the glory team our outlined in the glory team column

Staffing Blueprint The below serves as a guide for the Glory and Equip Team to address the specific staffing scope for their team.

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Hiring

sequence Document(s) EQUIP TEAM GLORY TEAM

1 Leadership Development Track

List of Leadership Development candidates, derived from those who have advanced along the lines of the Leadership Development Track here at GCM.

2 Job Description Template

Individual Job descriptions for current staff.

Formal Job Description (Position) --critical competencies --secondary competencies --responsibilities --supervisor --FTE status

3 Standardized Interview part 1 Leadership Criteria

Leadership Interview Character Criteria for staff position at GCM.

3 Standardized Interview part 2 Competency Criteria

Competency Interview Criteria for staff position at GCM

4 Interview Follow-up Leadership Assessment Review

If a candidate for a staff position at GCM does not meet the Leadership Criteria, what discipleship steps can be put in place to help that candidate? Will that candidate be hired? Will there be a probationary period?

4 Interview Follow-up Competency Assessment Review

If the candidate does not have all the necessary competencies will he/she be hired? What training is

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This hiring blueprint addresses the character and skill of the staff member as well as the process of hiring (or not hiring).

Training

Document(s) EQUIP TEAM GLORY TEAM

Leadership Development Training Schedule

Leadership Development (Individual specific)

Staff Training Schedule

Competency Develop (Staff Wide)

Staff Training Schedule

Competency Development (Individual/Job specific)

Structure Staffing Structure see above

Worship 1. Investigate what role technology can play in planning worship and collaboration (see technology

plan)

2. Develop and train teachers & assistants and also provide a rotation for them.

a. Develop organizational chart to best utilize current staff (see Pastor Steve’s “Staffing 2013” document to start)

b. Develop written job description for all positions c. Develop procedures to train paid staff to best utilize their skill set

Technology

Update and improve current technology in overflow areas. Upgrading Camera for better quality will make Overflow expansion easier. (See item 4).

Review current computers and website for ease of use and compliance with needs. Ability as a staff to synchronize list of people on GCM Online with contact system. Exchange Environment software. (See Nick Bair for further explanation)

available for remedial action?

5 Human Resources Welcome Packet/Orientation

A packet is needed to address staff expectations, benefits, technology credentials, any necessary training, keys, codes, etc as appropriate. Other Orientation procedures.

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How can we use Skype, FaceTime, Podcasts and live broadcast to meet the needs of our members who can’t make it to church? Live streaming of sermons & Sunday School for shut-ins through GCM Online Requirements: NOTE: Many difficulties with live streaming would be overcome if developing a technology plan (see below) is achieved. Compelling reasons to offset the risks/challenges. Members who are prevented from worshiping the Lord in a corporate environment and who’s souls may be malnourished. In short: The care of the flock. Dedicated server to handle influx of streaming data. Increased upstream bandwidth Person or “team” to oversee and support streaming Dedicated network link (T-1 $300/mo) Hardware (developing a technology plan (see below)) Live-stream-capable HD video switcher/mixer ($8k-$10k) Please see Nick Bair for clarification and correction on any of the points listed above.

Develop an integrated plan to use current technology to honor God in our worship. Purchase and implement: Broadcast-quality HD non-cam-corder camera $1K-$1.5K Digital video wiring (converter boxes HDMI to Twisted Pair) to overflow areas. $5k Better lighting. Two smaller screens on sides of rear wall of auditorium. Two smaller projectors. $5K The smaller screens and projectors as well as their position and lighting would allow for better viewing of projected material. Church Presentation Software Proclaim, Media Shout, ProPresenter Made specifically for running church services. Would replace Power Point. $50/mo or $400/yr Already paying $150/yr for current Power Point. Replacing Power Point would offset the price of Presentation Software

2025

Staffing

1. Develop objectives and goals for training of volunteers 2. Revise risk management & safety procedures 3. Continue to pray/study to determine if more paid staff is needed

Worship 1. Determine what is acceptable media delivery for those who cannot worship in the building.

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2. Begin identifying a potential staff pastor to lead, plan and train others for worship according to the mission of GCM

3. Can the nursing home ministry be formalized in structure, messages, meeting the needs of the residents?

Technology 1. Live streaming of sermons & Sunday School for shut-ins through GCM Online

Requirements: Compelling reasons to offset the risks/challenges.

Members who are prevented from worshiping the Lord in a corporate environment and

who’s souls may be malnourished. In short: The care of the flock.

Stationary cameras in each classroom w/ audio.

1 or 2 mobile cameras w/ audio for non-traditional or mobile classrooms.

Connected through wi-fi or Bluetooth to designated computer.

Dedicated server to handle influx of streaming data.

Increased upstream bandwidth

Person or “team” to oversee and support streaming

Dedicated network link (T-1 $300/mo)

Hardware to digitize video from Auditorium and possibly Sunday School cameras

Live-stream-capable HD video switcher/mixer ($8k-$10k)

2030

Staffing

1. Act on developing plans for changes in leadership on many levels (This activity should be visited yearly as needs are being determined from 2015 & on.)

2. 2015-2029: As outlined, this loop should be a constant activity so as to keep in motion the ministry, always moving forward with “nothing by chance and excellence in all aspects of worship.

Worship

1. Have a designated Pastor lead, plan and train another pastor for worship according to the mission of GCM

2. How can we provide better excellence in special services? 3. Develop policy for what is allowed/desired in special services 4. Flowers, pens, books, etc 5. Who handing out 6. Develop overflow plan for members to allow more visitors in auditorium to include: 7. Who will sit in overflow areas 8. Additional ushers, parking lot staff, greeters 9. Additional visitor’s packs 10. Develop protocol for outside groups involved in service

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Technology Develop matrix to assess GCM’s technology, review church’s best practices in technology,

and implement according to GCM’s mission statement.

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Communication Communication Plan Overview

1. Assess and recommend a plan for the communication of the Nehemiah Team

2. Assess and recommend a plan for the communication of Grace Church of Mentor

Define Communication in the church

Evaluation of Communication (GCM)

Mission, Ministry Values and Principle of Grace Church of Mentor

Mission Statement Glorify God by evangelizing the lost and equipping the saints with the goal of Christlikeness. How do we define biblical success in the above mentioned areas? We define success by seeking the Glory of God in all things. God’s glory is defined in this Word. As we do the task of evangelism and discipleship we seek the Glory of God as we value those things that he has communicated in His Word that He values.

Ministry values

1. Bible centered (Psalm 19; 2 Timothy 3:16.)

We value the Bible as our sole rule of faith and practice.

Principle 1: Every ministry of this church will conduct itself within the

parameters of the Bible

Principle 2: The goal of every ministry will be to propagate memory of and

meditation on the Bible.

Principle 3: Accuracy in the translation and interpretation of the text will

outweigh other factors in translation or communication of the text.

2. Preaching (Romans 10)

Principle 1: The sole subject matter of all preaching events will be the Bible.

Principle 2: Preaching will never be supplanted by a “more relevant” way of

communicating the truth.

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Principle 3: It will be a growing expectation that people will progressively

respond more and more to the pulpit ministry and need less and less one-on-

one spiritual instruction.

3. Evangelizing “Work of an evangelist”

Principle 1: Doing the “work of an evangelist” will be the expectation for all

leadership.

Principle 2: One will not be considered for leadership who has not

demonstrated

progressive growth in the area evangelism.

Principle 3: The goal of our evangelistic efforts is progressive discipleship and

transition into our church family life. It is our conviction that there is no “look”

that monopolizes what a Christian should aspire to looking or being like. The

believer should progressively abound in love still more and more in all

knowledge and discernment so that he can approve excellence. Every day

the disciple of Jesus Christ’s asks how much more can I seek to be and look

like what Jesus Christ would want.

4. Discipling (Matthew 28:19-20)

Principle 1: Discipleship not profession is the fruit of the gospel (Matt 28;

Rom1-12)

Principle 2: We value spending time/being with new and maturing believers

(Mark 3:14).

Principle 3: One-on-one discipleship is the normative pattern of NT local

church life. We value everyone advancing in their spiritual growth and

development in order to become a discipler (2Cor 1):

o Baranabas with Paul (Acts 9:26ff)

o Aquila/Priscilla with Apollos (Acts 18:24ff)

o Paul with Timothy (1 Tim. 1:2)

o Timothy with faithful men (2 Tim. 2:1-2)

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5. Church Planting/Missions

Principle 1: Church planting is the natural end of the Great Commission.

Principle 2: This Church will seek to maintain a leadership position in

stateside and foreign church planting.

Principle 3: The word missions can only apply to ministries that directly impact

or are participating in church planting.

6. Gift-based Ministry

Principle 1: The power of the Holy Spirit is known in the church today by

individual’s ministering to the church family in the realm of their giftedness.

Principle 2: God has gifted every believer to serve the church.

Principle 3: Service in this church is a means of determining the authenticity

of faith in individual members and attendees. We will continue to be cautious

of those who continue to attend and do not get involved. The question that

looms is do they have the Holy Spirit?

7. Leadership Training

Principle 1: This church will not surrender its responsibility to train future

leadership for church work to any institution. We certainly may partner with

them, but it is our conviction that the local church is God’s ordained training

ground for His servants.

Principle 2: The primary and initial quality that is to be looked for in potential

leaders for the future is simple faithfulness. Although personality may

certainly be beneficial in the gift set of a man for leadership it is by no means

the leading quality.

Principle 3: This church will seek to maintain a leadership position in the

development of Leaders for future generations.

8. Segregated Ministry (Male/Female) Titus 2; 1 Corinthians 12:25

Principle 1: It is the expectation of this church that our older Women will grow

to a point and have the necessary character to teach our younger women,

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This church will provide annual events in which the intended purpose will be

for our older women to teach our younger women.

Principle 2: It is the expectation of this church that our older Men will grow to

a point and have the necessary character to teach younger men. This church

will provide annual events in which the intended purpose will be for our older

men to teach our younger men.

Principle 3: It is the expectation of this church that we will reach out to those

in special situations (physically challenged, mentally challenged etc.) as God

brings into our church family those who are gifted to reach out in such ways.

9. Spiritual Maturity Levels and Age Appropriate Teaching (2 Peter 1:5-15; 2

Timothy 3:15-17; 1 Peter 2:2)

Principle 1: It is the understanding of this Church from Scripture that

sanctification in the life of a believer is progressive. All policies and

expectations formulated by this church will conform to this primary truth

concerning the nature of the progress of disciples. In addition, discipleship will

be designed with recognition that within our church at any given time Spiritual

maturity levels vary widely.

Principle 2: It is the understanding of this church that God gifts teachers who

are able to teach Bible truth on a level that children can understand. As such

we will endeavor as soon as the child is able to begin to use the Scriptures to

“make them wise unto salvation.”

10. God-honoring Music Psalm 40:3; Ephesians 5:18-20; 1 Corinthians 10:31

a. Principle 1 Music is one of the most influential forms of communication.

Both in its words and in its sound and style. The world clearly understands

this, but it is a principle that the CCMI seems to be willfully ignorant. As

such there is over a billion dollar industry that seeks to sell to the church

alone an idea that musical sound and style is morally unaccountable.

b. Principle 2: Musical sounds and styles are subject to moral determinations

as either good God-honoring music or bad world promoting music. This is

true both in our church’s corporate life as well as the individual personal

lives of our people.

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c. Principle 3: Saved and unsaved (insofar as they reflect the image likeness

of God in their music composition) can produce good God

honoring/reflecting music. In Worship however, we will choose God

honoring music produced by Bible believing Christians. In our

discretionary time we can enjoy and appreciate either.

11. Physical Plant Genesis 1:31; Ecclesiastes 9:10; 1 Corinthians 10: 31,

Philippians 4:8; Colossians 3:23-24; Matthew 5:14-16

a. Principle 1 Excellence is the governing principle for which we shoot in the

presentation of our Physical Plant.

b. Principle 2 Our physical plant is the first and most prominent display we

have in our community of what the Glory of God means to us. This does

not mean that inordinate amounts will be spent on its construction,

however it does mean that within the means God has allotted to us we will

steward our facilities in a manner that expresses His Glory.

GCM Communications Inventory The goal of this document is to provide a listing of Grace Church of Mentor's primary methods of communication. For the purposes of this document, a primary method of communication can be defined as any method of communication which is formalized, regular and intended for a wide audience.

Communication Methods The table below lists all primary methods of communication, the parties responsible for them, and their intended audience.

Method Coordinator(s) Community Visitors Church Family

Bulletin Ronda Yes Yes

Announcements (PowerPoint)

Ronda Yes Yes

Announcements (Pulpit) Ronda, Donna, PT Yes Yes

Announcements (Email) Donna Yes

Bulletin Board Ronda, Donna Yes

Paper Calendar Ronda Yes

Website Pastor Steve, Nick Bair

Yes Yes Yes

GCM Online Pastor Steve Yes

Social Media (Twitter, Facebook)

Ronda, Karen Smitko

Yes Yes Yes

TV Commercials Pastor Tim Yes

Outreach Events Mike Hixson Yes

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Church-Wide Literature Ronda Yes Yes

Welcome Packets Ronda Yes

Church Signage Yes Yes Yes

Event/Ministry-Specific Literature

Various Yes Yes Yes

Event/Ministry-Specific Signage

Various Yes Yes Yes

Event/Ministry-Specific Email

Various Yes

Notifications (Email) Various Yes

Print Advertisements Pastor Steve Yes

Policy Manuals Various Yes

Annual Meeting/Report Pastor Tim, Ronda Yes

Relationships How do our primary methods of communication relate to one another? What steps, if any, are taken to coordinate efforts and provide a consistent image, message, and branding for Grace Church of Mentor?

Artwork

The bulletin and announcement PowerPoint often share some artwork with each

other.

Bulletin board items are generally not coordinated with each other.

The TV commercials do not include our church artwork.

Church bulletins, literature and welcome packets do not share a consistent

appearance.

Our signage does not match our printed artwork.

Event-specific and ministry-specific literature and signage, while often self-

consistent, do not share the church’s branding or artwork.

Coordination/Synchronization

The bulletin and PowerPoint announcements usually emphasize the same

information.

Pulpit announcements are planned and coordinated with the bulletin.

Extemporaneous announcements are occasionally added at Pastor Tim’s

discretion.

The GCM Online calendar is populated based on the most recent paper

calendar. The church website, in turn, gathers event-related information from

GCM Online.

Church email communication is generally funneled through GCM Online.

Social media posts are not tightly coordinated with any other communications.

Analysis Our coordination efforts regarding our church family communication are relatively consistent. But our communication to visitors and the community are poorly

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coordinated. From a visitor’s perspective, Grace Church of Mentor has no consistent image.

How Grace Church of Mentor can best use Social Media Social Media has changed rapidly in the past ten years, and will continue to evolve in the coming years. New social networks and platforms will be invented, some platforms will reinvent themselves and be used by new audience, and others may disappear entirely in the next 10 years. Currently for GCM, the main objective in using social media is to communicate to our church members and regular attendees. We might want to instead consider making the main objective to share who we are to those looking for a church family. The look and feel of our Facebook page should mirror that of our website. In that spirit, we offer the following recommendations on how to use the social platforms that our church families are actively using: Facebook, Twitter and Google+.

Facebook 1. News Feed posts

a. Content

i. FB updates shouldn’t feature weekly or monthly announcements –

for example, it should not be announcements for young mom’s

fellowship.

ii. Special invitations to veterans’ dinner, Christmas play, etc. are a

good idea and should be accompanied by a relevant image (if there

is an image already on the website, use the same image.)

iii. Users might also expect a church to share weekly mediations, key

sermon points, sermon notes, link to audio from services.

iv. We should also add the community events that we participate in so

visitors see our heart for the community – Heart & Hands, Mentor

CityFest, etc.

v. Sharing blog post from youth, children’s or other GCM ministries is

a great way to help others find our website content.

b. Format

i. Facebook updates should be engaging, asking questions, sharing

devotional thoughts/verses,

ii. Punctuation should not include double exclamation points or double

questions marks. Should follow the rules of English grammar and

punctuation to be professional.

iii. You have some 3,000 characters and lots of space per post. Use

numbered lists, paragraphs and break up copy to make it easier to

read in a scrolling news feed.

c. Images

i. Images should be personal – people from our church who have

consented to using their photo, photos from events, or graphic

design images representing an upcoming event

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ii. When you use photo of church members or attendees, tag them in

the photo. It notifies them that their image has been used online,

and it allows them to share it on their news feed and talk about their

church.

iii. Should not include stock photos, clip art or ancient works of art –

which set a very impersonal, cheap or museum-like tone. All photos

that are stock photos, clip art or ancient works of art should be

removed.

2. Cover photos

a. Use one cover photo per sermon series, e.g. Genesis should keep the

same cover photo for the entire series. This allows us to gain consistency

and make it easily recognizable. For each new series that Pastor Tim

starts, a designer should create a cover image to use throughout the

sermon series.

b. Our Facebook icon should always be our logo so as to clearly set it apart

as a church/organization.

c. Cover photo can also mirror one of the banner images on the homepage

of the website. We should strive to communicate the same message or

special event invitation as we are promoting on the website.

3. Ideas to increase user engagement

a. If the communication team would like to increase user/visitor engagement

on the GCM Facebook page, here are a few ideas that work well on

Facebook.

i. Giveaways – have a drawing or ask a question with the first to

answer receiving Bibles, devotional books, children’s books, or

some other creative item

ii. Albums of photos from events

iii. Videos of events, families, testimonies, pastors, etc.

iv. Feature a different family each week (or month), ask them for

photos and things they are thankful for that you can share on our

FB page.

b. One final thought – to make interacting with an organization enjoyable on

Facebook, it has to be totally people-centered (not announcement

centered, not church centered)

Twitter When using Twitter, you have 140 characters to share your thoughts. Whoever is tweeting on behalf of GCM needs to understand Twitter is conversations, concise announcements, and short hyperlinks. Best practices:

Try to @mention as often as you can to start conversations. For example, if you

are quoting Pastor Tim, mention him using handle @PastorTimPotter. That

includes him in the conversation.

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Use hashtags but no more than five.

Add images as often as possible. (Follow image guidelines listed in Facebook

section above)

Keep it concise, but don’t use text lingo like “IDK” & “LOL” because you’ll sound

like a teenager.

Life on Twitter happens in seconds. Don’t be afraid to repeat invitations or links

to blog posts at different times in the day throughout the week. You’ll catch

different users on Twitter at different times.

Tweet announcements, sermon links, devotional thoughts, content from

gracechurchmentor.org, invitations to special events, verses and the gospel.

Google+ The reason to use Google+ is mainly to share new content from our website and ultimately build credibility with Google Search. If we choose to use Google+ for the search benefits, then follow same guidelines as Facebook (above).

YouTube After watching one innocent video on YouTube, sometimes it offers “suggestions” of other less innocent videos. For this reason, many Christian organizations have instead chosen to share their videos on Vimeo. If however, the decision is made to post GCM videos on to YouTube, then write careful descriptions of each uploaded video to provide better searchability. Types of church leadership-approved videos might be Pastor Tim messages, youth events or GBDC promotional videos, testimonies or baptisms, church-wide promotional videos.

Other Social Media networks I don't see Instagram, LinkedIn or Pinterest being very relevant for our church family or visitors at this point. The communication team may want to reconsider these social media platforms on a yearly basis. Tumblr and SnapChat have reputations for being full of sensuality; I would avoid them altogether.

Recommendations for the GCM social media manager Whoever is posting to social platforms on behalf of GCM is the social media manager (SMM). The SMM can make the best use their time with a social media management tool like Hootsuite or Buffer. Both have basic levels that are free. From either app you can tweet, post on Facebook, schedule posts ahead of time, coordinate your content, read responses and conversations. That means you only have to go to one place to manage your social media accounts.

Best Practices for Communication 2015 – GCM needs an administrative assistant or communication manager to handle all communication to church family. What is the purpose for each? Website- Causal Window shopper of GCM, Drill down ability to “know” GCM, portal for membership, communication of calendar and events, electronic place to view past events. Bulletin board – current events Emails—current events, reminders, blessings, greater care should be taken to communicate to the right audience at the right time with the right information.

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Sermon review—posted on website “pulled” by users Announcements—important info from the pulpit. Is there too much or too little? Future dates 2020 and beyond: We recommend an outside firm to assess and develop the tools necessary for Communication (design, organizational communication, web development, print).

Communication of Nehemiah Team

Biblical Virtues Nehemiah Leadership Team - Grace Church of Mentor

What does the Bible say about planning ahead? The prudent sees the evil and hides himself, But the naive go on, and are punished for it.

Proverbs 22:3 God's Word teaches us that there is value in planning ahead, and that there are consequences for not doing so.

“For which one of you, when he wants to build a tower, does not first sit down and calculate the cost to see if he has enough to complete it? Otherwise, when he has laid a foundation and is not able to finish, all who observe it begin to ridicule him, saying, ‘This man began to build and was not able to finish.’ Or what king, when he sets out to meet another king in battle, will not first sit down and consider whether he is strong enough with ten thousand men to encounter the one coming against him with twenty thousand? Or else, while the other is still far away, he sends a delegation and asks for terms of peace.

Luke 14:28-32

Instruct those who are rich in this present world not to be conceited or to fix their hope on the uncertainty of riches, but on God, who richly supplies us with all things to enjoy. Instruct them to do good, to be rich in good works, to be generous and ready to share, storing up for themselves the treasure of a good foundation for the future, so that they may take hold of that which is life indeed.

1 Timothy 6:17-19

Nehemiah 1-3

1. He saw the need.

2. He prayed for God's blessing on his work.

3. He inspected the walls.

4. He enlisted help.

5. They developed a plan.

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6. They began to build.

Nehemiah Team Structure

Glo

ry T

eam

[Pas

tor

Stev

e/R

alp

h D

ole

s]

Facility

[Duane Seelinger]

Communication

[Bob Gray]

Fund Raising

[Dave Hixson]

Administration

[Nick Mastropietro]

Rea

ch T

eam

[Pas

tor

Mik

e/ J

im D

ahlh

ause

n]

Lake County

[Kay Baier]

Ohio/US [ARCH]

[Jeff Ashdown, Karie Bair]

World [Missions]

[Karie Bair ]

SteveSindelar

[Course Title]

[Teacher’s Name]

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Nehemiah Working Communication plan

to WHO? WHAT & WHY? from WHO? WHEN? HOW?

GCM Status-share All Neh. Constant Informal, one on one.

GCM Status-share Communication team

Always available, updated monthly

GCMonline members only; “pulled from cloud”

Equ

ip T

eam

[Pas

tor

Ken

t/ S

cott

An

der

son

] Discipleship

[Jeff Battig]

Serving

[Greg Nagle]

Leadership/Staff/Volunteer

[Pastor Kent]

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GCM Q & A regarding the status

Pastor Tim

and others Every quarter, at business meeting

Every month, table for Q& A?

Town hall type family discussion of the status as part of each quarterly meeting

Champions

TASKS-get things done

Harry Dodd Every month after the Core Team meeting

Two-way by email/personal meeting.

Neh. Team Status of IT deliverables

Champions Monthly during Neh. Core team meeting.

MIRs

GCM MEETING-share (final PowerPoints)

Neh Team Neh Meeting View meeting

Nehemiah Vision Casting Communication Matrix Communicating the findings, progress and results of the Nehemiah Team

Goals: Develop a plan to present the “what and when” to the congregation of the initial

Nehemiah Team vision.

Plan to communicate ongoing results in the short and long term.

Encourage more participation and buy in to help with the results.

Package the Nehemiah team work for future generations.

“Communicate the right things at the right time to the right people”

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Matrix Develop a plan to communicate results. This plan addresses what should be communicated? When should it be communicated? Who should be the audience? And what is the purpose/desired outcome? For the purposes of this document we will limit our audience to Membership and Congregation (we did not include the communication to the Elders (working approval). This matrix assumes that the Elders will review and approve the initial Nehemiah Team Document and review and approve the Matrix Communication table below.

The Factors of the Matrix

The Who Factor Congregation is defined as all GCM attendees Membership is defined and the member role of GCM.

The Why Factor Share is defined as communicating vision Gather is defined as moving people from vision (what) to mission (doing). Praise is defined as encouraging others to praise God for what he is doing.

What and When Factor Matrix defines each.

What When Who Why

Reoccurring

Initial Communication:

presentation

Sunday Evening Congregation 1) Share 2) Gather

Initial Summary Document

Sunday Evening and GCMonline

Congregation 1) Share

Initial Document Emailed and posted in GCMonline Hard copies available in office

membership 1) Share

Capture and chart Needs to

accomplish vision

Sunday Evening presentation and paper/electronic available/ bulletin board (Where can I help at Grace)

Congregation 1) Gather

What? When?

Who? Why?

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Annual Focus on 1 item within each category (Glory,

Equip, Reach)

Annual Meeting Membership 1) Praise 2) Gather

5 year vision and review

Sunday Evening Congregation 1) Share 2) Gather

5 year vision summary document

Sunday Evening and GCMonline, emailed to membership

Congregation 1) Share 2) Gather

Special

Announce vision and need

TBD pulpit, email, etc

Congregation 1) Gather

Testimony TBD Pulpit, email, news article on website

Congregation 2) Praise

Special Meeting TBD Membership 1) Share 2) Gather

TO DO: 1) Finalized Nehemiah Document

2) Secure Approval from Elders

3) Summarized Nehemiah Document

4) Chart Next Steps, and places people can help

Communication Vision Statement

Communicate the right information to the right people at the right time.

Accomplishing the Vision through 2030

2015 Begin researching and budgeting for an outside firm reevaluate our

communication materials and provide a cohesive communication plan.

Have a trained staff member who is able to focus on coordinating and executing

the communication plan on a part-time basis (i.e. administrative assistant).

Organize and define the purpose of Social Media (see evaluation above)

2020

Have an outside firm reevaluate our communication materials and provide a

cohesive communication plan.

A dedicated, full-time communications coordinator on staff to execute the

communication plan.

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2025 Reevaluate our communication plan with the help of an outside firm.

Consider in-house graphic design staff for print & web.

Consider additional staff for a communication team if necessary.

2030

GCM to be in a position to provide communication helps to Arch network

churches.

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Facilities Facilities Plan Overview

1. Prepare a plan that manages our current facilities and growth according to our mission statement.

2. Prepare a plan to design and build spaces that utilize our existing site and potential adjacent

properties according to each spaces purpose in support of our mission statement.

3. Explore potential properties and the sale of our current property.

4. Prepare a plan that accommodates for a social-political hostile environment.

Evaluation of Facilities The facilities team seeks to develop a conceptual plan for the future of our facilities at Grace Church of

Mentor. The first step in the facilities plan will be to manage our current facilities to accommodate

growth.

To this end, the team has gathered all available data on church attendance. Based on this data we have

extrapolated possible growth trends and adopted an average growth rate of 5-6% per year.4

Using this baseline for growth at GCM, we have identified the aspects of our facility that will require the

most attention as we grow.

They are, in order of priority:

1. Auditorium Seating

2. Childcare

3. Parking

4. Classrooms, Bathrooms, Storage Areas

Because the timing and nature of future construction and/or land purchases is unpredictable, our goal is

to plan as much as possible to provide for continued growth using only the currently-available land and

structures while we design more space according to our missions statement, review potential properties

and prepare for a ecclesiastically hostile environment.

Auditorium Seating Based on our past attendance growth trends, we estimate a 6% growth rate through 2030. This means,

without taking measures, we will exhaust our existing auditorium and overflow space by 2016.

Year 4% Growth 6% Growth 10% Growth

2015 416 424 440

2016 433 449 484

4 See Appendix

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2017 450 476 (exceeds current space) 532

2020 506 567 709

2030 749 1016 1838

Attendance growth projections through 2030. The full data set is available in the NLT SharePoint site.

Childcare The childcare space at GCM is already nearing a critical point. As we grow we will need to continually

evaluate our usage of the space and determine if steps may be taken to improve the situation such as

shuffling room assignments, repurposing existing childcare common areas, or using other classroom

space outside of the childcare wing.

The Children’s Ministries average a population that is equal to roughly 38% of the population in the

sanctuary at any given time. Approximately 56% of the persons in the Children’s Ministries are in the

Nursery (5yrs. and below) with the remaining 44% in Junior Church. The current set up of the Nursery

by fire code can accommodate 105.

Growth Projection

Growth Rate %

Location 2015 2016 2017 2020 2030

4% Auditorium

416 433 450 506 749

Children’s Ministries

159 165 171 193 285

Nursery

89 92 96 109 160

6% Auditorium

424 449 476 567 1016

Children’s Ministries

162 171 181 216 387

Nursery

91 96 102 121 216

10% Auditorium

440 484 532 709 1838

Children’s Ministries

168 184 203 270 699

Nursery

95 104 114 152 392

Parking The facilities team could not find much reliable data on parking space usage. More data needs to be

gathered before accurate assessments may be made. Once data is gathered, several possibilities exist to

increase our parking capacity.

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Off-site parking, such as nearby Bellflower Elementary, may be used contingent on agreements with the

property owners. Shuttle transportation to and from off-site parking areas is also an option.

Some of our existing wooded property may be cleared and gravel or asphalt laid down, but the costs and

long-term impact of these options would have to be assessed. This cannot be done until a definitive

long-term master plan is developed.

All parking options have associated risks and potential legal/zoning ramifications which need to be

carefully explored.

Current parking capacity:

Marked – 272 Duplex – 30 Valet – 15

Future Space Concerns In addition to the auditorium and childcare wing, other areas will likely face space issues as we continue

to grow. For example, bathrooms, classrooms, storage areas and the kitchen all may face the need for

expansion.

On-Site Construction (New Auditorium) Eventually, funds permitting, we will need to build a new auditorium. Once we determine the trigger

point for building we will need to determine the size and capacity of the new auditorium and the costs

of building, including soft costs such as permits, fees, and the impact on our property appearance.

A new auditorium will take up more space on the property so we will need to plan in such a way as to

minimize its effect on parking space and traffic flow as well as other potential effects. We will also need

to consider all design options, and if possible, design the new auditorium with further future expansion

in mind. We will also need to plan how to most efficiently manage the existing space for optimal

utilization during construction.

Land Purchases As the Lord allows, we may choose to continue expansion at our current location by acquiring adjacent

properties. We should consider how this will affect our testimony with our neighbors, the risks and

costs, and legal/zoning concerns, including the city’s concerns. We must also carefully evaluate our

purchasing strategy to minimize costs and prevent overpaying.

The Lord may also direct us to purchase new land at another location. In this case we must carefully

evaluate our needs, including acreage, the suitability of existing structures, accessibility, visibility,

surrounding neighborhood, cost, parking and site development options. We must also consider our long

SIZE OF

AUDITORIUM -

# OF PEOPLE

AVG. ON

PROPERTY

TOTAL

PARKING

CAPACITY

AVG. TOTAL

CARS ON

PROPERTY USAGE

CURRENT PROPERTY 490 519 317 242 76%

Facilities

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term plan for retaining the current property and whether it is financially and logistically practical to

maintain both locations.

Unfavorable Political Climate It is also possible that the political landscape might change in such a way as to affect our ability to meet

for worship. The nature of such political change may be as mild as a change in the tax code which forces

us to sell our property, or as extreme as outright persecution, scattering the people of Grace Church of

Mentor and forcing us to meet covertly in smaller groups. While we cannot know if or when such change

may come, it is wise to take steps to ensure that the souls of Grace Church of Mentor are equipped to

worship regardless of the political climate.

GCM already goes to great lengths to train its leadership (pastors, elders, deacons, and other lay-

leaders), and this should continue, as this will help ensure that local leaders are well-prepared to lead

small groups of believers should that need arise. We should also consider how the congregation might

be divided geographically and demographically. We already do this to a degree with our cottage prayer

meetings. In an unfavorable climate that allows corporate worship, we might choose to meet in rented

space, so we should consider that option as well.

If major political change occurs, especially persecution, we should anticipate that many current

members and regular attenders would opt to stop attending church altogether. We might also see an

increase of new members, as spiritual persecution often strengthens faith.

Finally, we would need to develop a communication plan to enable GCM leaders to stay in touch

without raising suspicion.

Current Care of Facilities There is a detailed assessment of the current facility prepared by the Facilities Staff. It is provided in

Appendix G. Both short and long term planning are facilitated through this document. Capital funds are

proposed yearly to accommodate for short and long term anticipated expenses.

Facilities Vision Statement We envision a plan that 1) maximizes and enhances the ministry purposes of our existing buildings and property in 5 years or less 2) maximizes and enhances the design of new building and property uses according to ministry purposes in 5 years or greater and 3) prepares a contingency for the church to function in the event of possible hostile social-political environment.

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Accomplishing the Vision through 2030

Building Program Overview: The Call and Considerations of a Building

Program for Grace Church of Mentor

The Call: An Invitation to Obey

Faithful is He who calls you, and He also will bring it to pass.

—1 Thessalonians 5:24

How does the vision of Grace Church of Mentor necessitate that we build? Grace Church of Mentor, by God’s grace will be a church that sees new birth and additional souls. As we continue to grow consider the following.

Current Capacity We are nearly at or over 70% capacity in every room for Sunday School and at 80% and utilizing 1 overflow room for Worship.5

Current Facilities Effort We spend much effort trying to make our spaces work throughout the week and accommodate continued growth. Consider that these effort hours can be invested into souls rather than facilities. Much of the Glory Team focus has been expended on managing growth with our current inadequate facilities and outdoor spaces. The Administration Team has considered the necessary auxiliary support and materials for overflow spaces, the Financial Team has prepared a plan and dashboard for capital funding of new facilities, and the facilities spent much time trying to manage our current situation as we prepare to build. We’ve invested in the short term with a tent during the warmer months to displace the teens and we utilize a small Sunday School room as a gymnasium for our Children’s ministries.

Church Planting As we grow in our desire to plant churches, we need to remember we are currently planting 2.5 church plants. We should be weary in planting additional churches until these churches mature. God has given us a season to prepare. As we mature we will be able to plant churches at a greater pace. It is a time for us to put our facilities in order and focus on our growth as we anticipate replicating ourselves in the area of church planting.

What has God provided by way of finances; how can we pay for the building(s)? In considering what God has provided we should have an idea of our maximum budget potential. We may not have assets or decide to take out bonds, but knowing our potential maximum preliminary building budget for the next phase of building is helpful to begin counting the cost and preparing for the call to build.

5 We need to develop a burning platform that highlights how we may soon restrict the ministry of GCM!

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Cash on hand

Cash raised by end of construction

Cash from sale of assets

Credit from loan/bonds6

------------------------------------------ = Total maximum building budget In preparing to build, we should seriously consider cutting costs where ever possible and allocating those line items in the previous budget to the building program line item. We should also seriously consider a singularly focused, comprehensive effort to the capital campaign. This would entail postponing or repurposing the Partners with Grace and Christmas Offering to align with the capital focus. Ecclesiastes 3:1 — There is an appointed time for everything. And there is a time for every event under heaven Proverbs 6:8 — [the ant] Prepares her food in the summer And gathers her provision in the harvest.

“Retiring debt is more expensive than avoiding it.”7

How does the mission of GCM impact the design of the building(s)? Our buildings should maximize the mission and vision of GCM. Key concepts that should be included in some or all of the building design are:

God’s Glory. Buildings excellent in aesthetic and community appeal.

Family. Spaces should be inviting and familiar, warm and cozy. Size is

important. We do not want a “house” too big or too small for the family. Flex size

is ideal. A place that is comfortable to stay is a place where families feel at home.

Discipleship. We need to accommodate for more intimate discipleship without

overly partitioning off the space (multi use). But there needs to be an intimate feel

and privacy for our discipleship and small group bible study.

Growth. We need to design spaces that will grow with our family. Flex space is

important. Multi use space without the multi-use feel.

Volunteer friendly. We need to incorporate into our design volunteer friendly

spaces that are easily maintained; while still considering aesthetic issues. Places

to hide mops, snow shovels, salt bins hoses and the ability to easily clean up

main ingress/egress. As well as many other considerations should be

incorporated into the design of the buildings.

6 Mr. Dodd would like us to take this out, but this would not be a true reflection of total maximum budget. Pastor Tim, please advise. 7 Anderson. Preparing to Build

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Reverent. Our space should be welcoming, but our auditorium should be

appropriately reverent. It is the only place we absolutely need to gather together

to appropriately worship God.

Purpose. As we progress through our building to the auditorium our building

should reflect a purposeful progression from more casual discipleship to

intentional reverent worship of God.

Youthful. These spaces should be designated as such. We should consider the

Children’s and Youth spaces as appropriately sized, designed and furnished.

Noise considerations etc. We need to be careful however, not to make the youth

spaces too youthful. We want to teach our children and youth what is God’s best

and what is appropriate to worship him.

Transparent. Office spaces, counseling rooms, Nursery-Youth rooms should be

relatively transparent and welcoming.

Light. Our building should incorporate as much natural light as cost effective. For

spiritual and North East Ohio reasons!

Our buildings should consider the broader evangelical trend and be careful that our design does not automatically pick up design ideas contrary to our mission. This does not mean that we cannot incorporate elements that are incorporated in the broader evangelical community (we all need light switches), but we must be intentional about what we build and why we are building it; all of it aligning to our mission statement. Key concepts that we should avoid if there is no missional reason to incorporate them into the building design are:

Entertainment. Theatre and concert style auditorium and stages. This is not our

purpose and by God’s grace never will be.

Institutional. We should avoid the institutional feel and size. This does not mean

small. Institutions are not where families gather and stay. Our design should be a

place where family stays.

Religious. We want to communicate to the community that we are a church;

however we are not a religious system and should be careful to avoid looking like

a religious institution.

Urban, industrial. This is not appropriate for our purpose in our area.

Rewards for Obeying A building project can demonstrate God’s power and grow our faith in substantial ways. Consider the historic workings of God in previous building projects. A Building project may energize and excite those in our congregation that have not seen the vision or the ability to achieve the vision of the Leadership. A great deal of investment in GCM occurs through the unified efforts of prayer, sacrificial giving and work. To God’s glory, a testimony of vibrant life to our neighbors, Mentor and Lake County.

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Potential Risks for our mitigation There is a great deal of urgency once you decide to build. We must not rush at the risk of poor planning. Also we must consider the best model and people to execute the plan once developed. We must not stretch our leadership too thin and execute our plans poorly. Building programs tend to be the focus of church life and finances when you are implementing them. We must not put an unbiblical strain on our people or leadership.

The Call: An Invitation to Prepare

Failure to plan is planning to fail.

“You must plan well in order to build well.”8

Luke 14:28-30

Importance of Planning Taking time to plan properly considering the cost, time and direction is critical for a successful building project. The outcomes of poor planning are costly. The risk to the leadership and people is greater than even the potential waste of money or an inadequate build. We should 1) pray 2) assess our ability to build 3) understand the importance of planning 4) and consider outside expert counsel.

Results of Poor Planning 1. Increased Cost and effort

2. Increased risk of wasted space or improper design

3. Increased stress on church

4. Damage to confidence in leadership

Consider the charts below in regard to project cost and control during the planning, design and construction phases.9

8 Anderson. Preparing to Build 9 ibid

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Are we prepared to build? 1. Do we have an objective basis for needing to build and communicate that clearly

to the congregation? …YES

2. Do we understand the cost both financially and otherwise? …growing in

understanding

3. What is our ability financially to build? …TBD

4. Do we have the land to build? …phase 1 yes, next phases no

Keep in mind the potential financial costs to build:10

Consulting fees (architect, engineer etc.)

Architectural and engineering drawings

Surveyors and environmental reports

Inspections

Land preparation

Storm water considerations

Building construction

Interest

Fire and occupancy safety

Utilities

Furniture, fixtures and interior design

10% contingency

Broad Building Program steps 1. Plan for the future

2. Prepare financially to build

3. Secure necessary land.

4. Design a conceptual master plan

5. Raise/secure funding

6. Design spaces according to the mission of GCM

7. Raise/secure funding

8. Build

The Considerations:

The need for wisdom and experience. Design, planning and Building takes skill and time. The Leadership of GCM does not have the expertise, license or time to design a plan and implement it—alone. The Leadership must be involved, but we should must hire the right help. Consider that even Solomon, with extraordinary wisdom, invested in the experience and skill of others to

10 adapted from Anderson’s Preparing to Build.

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build the temple (2 Chronicles 2:6-8). We should consider a firm that understand the church. We need to determine the best design-construction method.

Building Balanced Spaces in Phases Conceptual Master Plan

“If you have a God-given vision that exceeds

your ability, the vision will most likely be

realized in phases as the church grows and has

the ability to support the growth.”11

At Grace, we need to build for the future, but accommodate the present needs. We should understand that unlike almost anything else materially we consider as a church, the building(s) we design and build today are just as much for future generations as they are for the current generation. We need to provide balance spaces with the ability for future expansion to accommodate growth.

Master plan revision As a church we should expect to spend the majority of our time planning with only a fraction of the time actually building what we planned. With the 2000 master plan we planned for future auditorium educational and recreational needs as well as parking for the facility. However the Lord provided beyond the capabilities of the current 2030 vision and current space utilization. For example, the 2000 MasterPlan planned for the amount of parking spaces that we currently have on the property and we have not even realize or auditorium build yet. In light of these realities we have begun revising the 2000 master plan. 12The MasterPlan phasing is as follows. 1. Continue to pursue property acquisitions for the 18 total acres. 2. Design a campus master plan incorporating the immediately owned acres as well as the potential 18 acres as a whole. With building

11 Anderson. Preparing to Build 12 Floor plan courtesy of Jack Berry, Midwest Church Design and Construction

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proximity as close to the current owned property. 3. Design and build an auditorium to seat 1,300. Frist phase should seat 600-700 that has nursery space (or other classroom space) that will eventually be removed to expand the auditorium to seat 900-1000 on the main floor and then additional 200-300 on the balcony. The balcony should be designed for immediate classroom space and then be able to be repurposed as a balcony once the auditorium need is present. The youth ministry and or college and career or other groups can move into the balcony spaces. This will free up additional classroom space in the current educational wing. *Note on design multiple layers of drywall and insulation should be utilized for sound barrier between auditorium and educational spaces *note on design zoning should be utilized in all areas with ecobee or similar thermostats 4. Repurpose existing nursery space to Office needs this is assuming the house needs to be relocated and/or removed. Or repurpose existing nursery for additional secondary ministries such as children or youth ministries. 5. Repurpose existing auditorium to multipurpose room and or new kitchen area. The next phases should be triggered depending on the most critical need.

6. In order to expand the auditorium we would need to remove the nursery and any other classroom spaces. Nursery could be repurposed in the current auditorium which would be the existing fellowship hall space/multipurpose room 7. A new gymnasium and youth center could be built to house both the children's and Teen ministries.

Items to keep in consideration.

Parking will need to grow

Recreation/ green space is currently in adequate and will need to grow.

We can utilize spaces like basketball courts pavement underneath outside pavilions etc. for valet parking. There also alternatives besides hard surfaces such as pavement and concrete that can be played on and the part done these are engineered surfaces. They also require less money spent underground for drainage and run off.

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Current Land Situation At present we have almost 8 acres. Our current property will hold enough parking for a 1,400 seat auditorium. There would be no green space or room for additional expansion.

We need to give priority and focus to the current adjacent available properties, while keeping our pulse on other locations.

1. Adjacent properties 2. Other potential properties in Mentor.

Adjacent properties There is roughly 10 additional acres around the

church that would be advantageous for us to

purchase (18 acres total).The most beneficial

strategy is to acquire property as they naturally

become available on the real estate market since

there is a greater chance of fair market value for

each property acquired.

However as we progress through the building phases of the master plan it may require us to approach and pay above market value for certain properties. There is potential to providing additional egress and ingress off of Bellflower or Texas Ave., Bellflower to the North or Texas Ave. to the south Preliminary studies suggest that the city would be more agreeable to a Bellflower egress and ingress that currently has through traffic as well as other church traffic and a traffic light. The south option off of Texas Ave. is a no outlet street that does not have any other traffic and does not have a traffic light. We suggest that any property within the 18 acre footprint that comes available should be purchased by the church regardless of the immediate location (i.e. not currently adjacent to the church). Potential adjacent property cost

acreage auditor value cost per acre

7410 Bellflower 0.65 $ 142,130.00 $ 218,661.54

7404 Bellflower 0.65 $ 147,530.00 $ 226,969.23

7398 Bellflower 0.65 $ 114,250.00 $ 175,769.23

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7388 Bellflower 0.65 $ 137,760.00 $ 211,938.46

7370 Bellflower 0.66 $ 99,700.00 $ 151,060.61

7360 Bellflower 0.875 $ 185,120.00 $ 211,565.71

Corner

6813 Reynolds 0.617 $ 110,150.00 $ 178,525.12

6825 Reynolds 1.634 $ 126,010.00 $ 77,117.50

6831 Reynolds 2.219 $ -

6859 (6883) Reynolds 4.526 $ -

6885 Reynolds 1.637 $ 124,470.00 $ 76,035.43

6905 Reynolds 1.577 $ 88,900.00 $ 56,372.86

6915 Reynolds 1.602 $ 117,410.00 $ 73,289.64

17.947 $ 1,393,430.00

See Appendix H for property card information.

*Yellow highlight reflects lowest cost and phasing priority. All of these properties have houses on them and may have other benefits besides dwellings.

Potential housing uses are as follows 1. Short-term CPI or other internship programs. 2. Short and or long-term missionary housing 3. Parsonage-like housing to those in their second half that would live in a house owned by the church and work as part of their "retirement" 4. Other options such as church member purchase, etc. *note: we need to investigate the ability to rent out properties and our tax exempt status. There are some properties that have little house value but extend the depths of the current church property these properties offer the most value and resources for future church growth and should be high-priority acquisitions (see chart above). Every property acquisition will be different however the current model of cash payments with zero interest is a proven one however both of those circumstances to date have most likely been the exception rather than the rule. Other potential properties in Mentor. 1. Adkins and 306 (high visibility) 2. Lost nation airport parcels ( potential acreage) 3. Business park (Tyler, Heisley. Etc). 4. Church/school acquisition.

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Adjacent properties versus other properties Unless God clearly direct us to other properties we need to give priority to the adjacent properties in recognition of the property that God has already given and provided us. The pros of working with the 18 acre footprint is that we already have an established presence, have invested on the current property, and there is no sale needed to finance other property and building expenses.

The advantages of additional acreage from other locations is that we can start and form a new master plan. Depending on the location it may be more visible and we would be able to have a larger footprint if the property was available. It also may be cheaper per acre. The cons of other properties is that we

2015 Steps to complete by end of 2015:

1. Determine the number of individuals that we want to house in the auditorium, for

services. This would include individuals that are currently worshiping in the overflow

areas.

2. Determine the approximate costs for building construction, based on the chart below.

Construction costs are based on construction cost data found in R.S. Means 2005

($95.12/SF), 2009 ($130.00/SF) and approximated for 2013 ($163.80). Current trend for

costs is 6% escalation per year.

3. Determine if new construction or addition/renovations is the better path.

4. Determine the timeframe for the construction and funding availability.

5. Determine architectural firm, building committee and conceptual design drawings.

Attendance in Sanctuary SF/Pe

rson

Total

SF

neede

d

Budget

2005 Cost

Budget

2009 Cost

Budget 2013

Cost

Addition to South

490+190 2875 $273,470 $373,750 $470925

Addition to South &

North

580+190 5750 $546,940 $747,500 $$941850

New Auditorium

605 28 16940 $1,611,333 $2,202,200 $2,774,772

974 28 27272 $2,594,113 $3,545,360 $4,467,154

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Auditorium Seating13 Overflow This is the earliest and least-disruptive option to ease the space problem in the auditorium. GCM currently has an overflow procedure in place, but more may be done to make the process more efficient and less disruptive. First, we must determine the attendance levels at which a change in overflow procedures is necessary. When one of these trigger levels is reached, we will need to list all areas available for overflow, determine the order in which these areas should be implemented, consider the potential risks of using overflow, and determine any technological/logistical considerations (i.e. audiovisual setups).

Two Services Based on our baseline growth track, given the existing auditorium space, we are likely to reach a breaking point well before we are able to construct a new auditorium. At this point we must consider splitting the morning worship service into two services. This is a difficult decision which will impact many other areas of ministry, including childcare, parking/traffic control, choir/music, ushers, nurse-on-call, security, Bible study hour (Sunday school), children’s church, youth group, leadership oversight, administrative support, and corporate fellowship (pot lucks, etc.). The risks and potential impacts need to be fully evaluated and addressed before two services can be implemented.

1. Determine the trigger attendance values that will drive the implementation of this plan. For

example, identify when (based on attendance) we open up additional overflow, consider two

services and/or start on-side auditorium construction. Suggestions are provided in this report.

2. Approve a list & assess readiness of all available overflow seating. This sub-team identified the

following areas:

Family Room (60 people, current overflow) - best-suited in appearance and technically

1. 13 For 2015 start by writing a 2015 Facility Project Definition document to:

a. Define needs in the form of specification, & deliverables for 15 year

master plan. Make a list of all the assumptions used to develop the facility

plan. This will relieve the “we don’t know what is going to happen, so we

can’t do anything now” issue. As the plan develops and assumptions

change, it will be readily visible.

b. Define metrics to evaluate alternative options. Define metrics for

evaluation (for example: capital cost, effort hours, change in capacity, and

cost per person)?

c. Brainstorm and explore options with a scenario analysis.

d. Develop the best set of options based on the metrics defined. Conduct

scenario analysis. With all the options that will be considered.

e. Propose an implementation plan. The funding team is asking for a graph

showing the capital needed as a function of time. This should also show

the capacity change as a function of time.

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Berean Room (50 people, current backup overflow) - location of first floor is optimal, but

room appearance is not conducive to worship; room size/layout creates technical

challenge with placement of TV cart

Life Builders’ Classroom (60 people)- second floor location not optimal, however, room

size and appearance is appropriate for worship. Room capacity is good, yet there are not

enough auditorium style chairs to maximize overflow capacity in this space. This room is

not technically-ready for overflow.

Youth Room (50 people) - Second floor location not optimal and room appearance is not

conducive to worship. This room’s capacity is good, but there are metal folding chairs for

seating. This room is not technically-ready for overflow. Question to answer: Could we

relocate the youth to a trailer when we utilize this space?

3. Determine the order of implementation. The list above reflects the order suggested by the

facilities team. In addition, the team suggests opening a new overflow space when the

auditorium reaches 70% capacity (350 people).

4. Determine cost of fitting remaining overflow options with technical/audiovisual capabilities

and appropriate seating/aesthetics.

5. When combined worship attendance reaches 424 people:

Make plans to open our 3rd overflow area.

We anticipate needing the 3rd overflow area in 2016 when total combined worship

attendance is 449 people.

This exhausts our current overflow capacity.

6. When combined worship attendance reaches 476 people:

Make plans to open the 4th overflow area.

We anticipate needing the 4th overflow area in 2018 when total combined worship

attendance is 505 people.

7. Utilizing all overflow areas suggested provides seating for an additional 220 people, giving us a

total seating capacity of 570 based on our 70% rule. We estimate running out of overflow by

2020. We should have a new auditorium or additional overflow structure by this time. If not,

we may consider a plan for two-services.

If considering two services, what are the risks? What technical/logistical considerations

exist? What are the residual effects of two services on the following areas:

i) Nursery

ii) Parking/Traffic control/Valet

iii) Choir/Musicians

iv) Ushers

v) Nurse on Call

vi) Security

vii) Sunday School

viii) Children/Youth Classes

ix) Leadership responsibilities

x) Administrative support

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xi) Corporate fellowships (i.e. potlucks)

Develop a service schedule for two services. The facilities team came up with three basic

schedule ideas. The details and pros/cons of each are available upon request:

i) Sunday School after First Service

ii) Sunday School during Evening Service

iii) No Sunday School

Develop a plan to minimize fragmentation/division among our congregation as a result of

two separate meeting groups. The facilities team has devised a suggested plan for

assigned attendance on a rotating basis. Details are available upon request.

Simultaneously develop a plan for on-site auditorium construction. If two services is NOT

an option, this will need to be significantly accelerated to allow time to make on-site

construction plans and prepare financially. A new auditorium/overflow structure will be

needed by 2020 if two services are not implemented.

The facilities team strongly recommends beginning the planning phase for new

construction in tandem with—or before—the implementation of two services, in order to

minimize the time and negative effect of the two-service arrangement.

Nursery Questions to answer:

1. How can we make more room using available space? 2. When will we run out of space? 3. What are our potential risks?

Steps to complete by end of 2015: 1. Evaluate classrooms by demographics and capacity, then move and shuffle as

necessary. 2. At 80% capacity (84 persons) we need to assess whether or not we should open

playroom. 3. If the population is evenly distributed we can accommodate 121 persons with the

conversion of the playroom leaving us set until 2020. Because it is not we have to have options to add new rooms, upstairs if we must.

4. Risks include traffic jams, change in patterns of pick up and drop off, overall safety and security of children.

Discipleship/Classroom Temporary Structures If classroom space becomes an issue, we may decide to “buy time” by using semi-permanent structures

outside the main building for classroom space. We will have to determine the costs, effects on parking,

risks, aesthetic concerns, and legal/zoning issues.

GCM has precedence for this in the past. The city has allowed the use of temporary educational

structures on our site before.

Parking Questions to answer: What is the current parking capacity?

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Can we manage our current capacity differently? What are immediate alternatives in response to growth? How do we respond to increased parking needs at expansion?

There are two immediate options to increase capacity of the current parking lot: Relocate/remove the storage sheds Remove snow completely during winter There are two immediate options in response to continued growth: Offsite parking at Bellflower Elementary using shuttle service Encourage congregation to carpool within families; one car per family

Continued growth would require an expansion of the parking lot into the unused portion of the property. What are costs to expand parking lot on current property?

2020

Facilities Addition or New Construction Questions to answer:

4. What are the potential avenues of expansion and construction?

5. What are the costs anticipated for construction?

6. What is our timetable for expansion and construction?

7. When will we outgrow current property?

There are currently three avenues to increase our facilities: additions/renovations, new

construction and off-site construction. Depending on the number of individuals we are

ministering to, the timeframe for construction and costs can change dramatically.

Auditorium

Questions to answer: 1. Have we constructed a new auditorium yet?

2. What is our attendance growth trend for the past 5 years? Are we still holding at

6%?

3. Has our property/acreage changed?

Steps to complete by end of 2020: TBD by a future planning/implementation team.

SIZE OF

AUDITORIUM -

# OF PEOPLE

AVG. ON

PROPERTY

TOTAL

PARKING

CAPACITY

AVG. TOTAL

CARS ON

PROPERTY USAGE

ADD'L

PARKING

NEEDS

SIZE OF

PARKING

SPOT - 10 X

30 - 300 SF

TOTAL SF

ADD'L

SF TO

ACRES

ASPHALT

COST - $ / SF

TOTAL BUDGET

COST

ADD TO

EXISTING 680 891 544 427 78% 227 300 68,127.51 1.56 2.85$ 194,163.42$

Facilities

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Parking Questions to answer:

1. What are costs at a new location?

Steps to complete by end of 2020: TBD by a future planning/implementation team.

2025

Facilities Addition or New Construction Questions to answer:

1. Have we constructed a new auditorium yet or simply do additions & renovations?

2. What is our attendance growth trend for the past 5 years? Are we still holding at 6%?

3. Has our property/acreage changed?

4. Has the need to construct off current property materialized?

5. What are costs for off-site construction

Attendance in

Sanctuary

SF/Person Total

SF

needed

Budget

2005 Cost

Budget

2009 Cost

Budget

2013 Cost

1569 28 43,932 $4,178,812 $5,711,160 $7,196,062

Match Existing

Building

25,387 $2,414,811 $3,300,310 $4,158,392

Site Development

($20,25,30)

52,659 $1,386,380 $1,732,975 $2,079,570

TOTAL $7,980,003 $10,744,445 $13,434,024

2527 28 70,756 $6,730,311 $9,198,280 $11,589,833

Match Existing

Building

25,387 $2,414,811 $3,300,310 $4,158,391

Site Development

($20, 25, 30)

96,756 $1,935,120 $2,418,900 $2,902,680

TOTAL $11,080,242 $14,917,490 $18,650,904

SIZE OF

AUDITORIUM -

# OF PEOPLE

AVG. ON

PROPERTY

TOTAL

PARKING

CAPACITY

AVG. TOTAL

CARS ON

PROPERTY USAGE

ADD'L

PARKING

NEEDS

SIZE OF

PARKING

SPOT - 10 X

30 - 300 SF

TOTAL SF

ADD'L

SF TO

ACRES

ASPHALT

COST - $ / SF

TOTAL BUDGET

COST 6.5% ANNUAL

INCREASE

NEW SITE 605 793 484 380 78% 300 145,224.48 3.33 3.04$ 440,792.60$

974 1276 779 611 78% 300 233,799.41 5.37 3.23$ 755,766.24$

1569 2055 1255 985 78% 300 376,623.49 8.65 3.44$ 1,296,585.26$

2527 3310 2022 1586 78% 300 606,582.25 13.93 3.67$ 2,223,990.81$

Facilities

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2030

Hostile social-political environment considerations

Define leadership structure?

How do we approach financing of future structures?

Up-size/Down-size?

Liquidation of assets in the event of a financial crisis.

Identify possible meeting locations based on geographic patterns.

Funding

| 56

Funding14

Funding Plan Overview 1. Consider and evaluate our operational funding (General Budgeting philosophy and

practice). 2. Consider and evaluate our Capital Campaigns (philosophy and practice).

Funding as is evaluation

Operating Funding The current structure and processes in place at GCM include engaging the Budget Committee to

develop a plan based on defined goals, in line with GCM’s mission statement for Glory (facilities),

Evangelism an Equipping the Saints.

14 Harry Dodd: Capital funding sources: God’s people or the World?

1. Page 55 graph with “Borrowing Capacity” does not aligned with what we preach,

teach, sing & with the Word of God.

a. El Shadi: Per PH 11/16/14 The God who supplies. God all sufficient. God

who supplies all our needs. 7 times in OT

b. Hymn Red book 109 Great is thy Faithfulness: All I have needed thy hand

has provided.

c. Hymn Black book 90: My Shepherd will supply my need.

d. M&M SS 11/16/14: Food for thought: We can face the impossible because

we know God is in control. God is not limited by the fact that things don’t

make sense to us. Sarah judged Him faithful who promised.

e. Prov. 3:5-6: Trust in the Lord & lean not to your own understanding.

2. Biblical Principles:

a. God owns everything. Therefore, He is not short of resources.

b. The Lord promised to provide where He leads.

c. The Lord is in control.

d. Our part is to faithfully manage what He provides & follow Him. Full of

faith

e. He has already provided. We have it. WILL WE USE IT AS THE Lord

planned?

3. Do we trust God or just say we trust God? LB

4. We can change the world with giving heart. For example (5) UNMARRIED

COUPLES IMPACTED.

5. Do you want to be a part of what God is doing?

How many new ideas where proposed? We need more ideas to increase funding!

Funding

| 57

Also, GCM has an Administrative Advisory Committee which review and monitors staff salaries

and benefits to ensure they are adequate and appropriate. Recommendations are submitted to

the Sr. Pastor and then in total to the Budget Committee.

As a result of the above, GCM’s leadership has a clear picture of the needs of the ministry for the

fiscal year and the general fund giving required to meet those needs. Two other versions of the

annual budget are prepared in advance to reflect areas that can be reduced if giving falls short of

Blessing budget and areas that would be increased if giving exceeds budget. This eliminates the

making difficult decisions under the stress of the situation and assures maintaining a balance in

line with GCM’s vision statement.

Currently, quarterly business meetings are held with the members and a graph is presented

showing the state of giving and expenditures relative to the approved budgets. The

Administrative Deacons and Elders are briefed at least bi-monthly on the financial status of the

church and the Budget Committee also meets at least quarterly or as necessary.

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000Annual Budget vs Building Fund

Annual Budget Building Funding

5.0% Annual Budget Growth Projection Assumed

10.0% Budget Allocated to Building Fund

Funding

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15

Capital Funding Projection

Assumptions

Year 1 Budget 1,103,000

Budget Growth Projection 5.0%

Building Fund Allocation 10.0%

Down Payment % Required 20.0%

Term of Loan in Years 30

Annual Interest Rate 5.0%

Capital Campaigns Where are we now and how are we (GCM) doing in this scope of ministry?

Capital campaigns separate from GF giving

o PWG,

o Sacrifice Sunday,

o Building Fund designations -

General Fund budget line item for Building Fund. However there is no specific goal or

required amount established at this time

Current budget includes $90k for debt retirement and $30k for building fund

15 Harry Dodd would like to remove the debt part of this chart per footnote above

-

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000Cummulative Building Fund and Borrowing

Capacity

Cummulative Building Fund Borrowing capacity

20.0% Down Payment Required

Borrowing Capacity

Building Fund

Funding

| 59

Summary Where are the gaps?

How much do we need

When do we need it – timetable?

GCM is Currently not meeting GF budget

Amount in GF for capital $7,500 / mo) will not be available for new program until 6/2015

Congregation is unaware of the scope of the need and amount

Lack of experienced individual / team in developing and leading a major capital campaign

Unaware of outside consultants to assist in developing campaign

Proposed Solutions

Lack of Biblical education / understanding / conviction by the majority of the congregation

Means of motivating individual members to seek training

Inconsistency in giving from Month to Month

Limited methods / means to facilitate giving by individuals

2015 Operating Fund Proposal

I would propose the following, to develop and implement processes for raising undesignated

operating funding by 25% during 2015 with sustainable growth to continue in subsequent years:

Life-long personal financial discipleship process.

If we help our people be what God wants for them, they will be able to give generously.

A process for inspiring our people to give.

Vision casting on a repeated basis.

Remind people of the importance of the GCM mission.

2 minute giving talks at least once a month.

Giving testimonies

Consistent givers process

To encourage consistent givers to continue to grow in the grace of giving.

First time giver process

An intentional follow-up process to encourage their step of faith.

High capacity giver discipleship process

Develop an intentional process to disciple people with the gift of giving.

Digital giving process

Goal to raise electronic giving to 40% in 2015 and increase by 10% a year till we get to more than

90%.

Intentional process for year-end giving.

To develop these systems, I would suggest:

A special day in Jan., set aside to engage selected staff and leaders to develop processes to

increase income by 25% in the next physical year. The outcome of the day would be to create an

action plan with delivery dates and the individual responsible for each items.

Identify one person (a staff member or elder) who is responsible for owning, leading and

executing the funding plan.

Operating fundraising: The Let God Lead budget process is good for planning and managing

expenditures, however there is an opportunity to develop an intentional, comprehensive process

for raising funding to support the budget. We have the beginning of a process to disciple our

people in biblical financial management.

Funding

| 60

Do we need a more comprehensive funding plan as well as a spending plan?

Funding Vision Statement

GCM will biblically/missionally present the need for financial resources, teach stewardship and disciple its

membership to worship God through giving. This church will have a clear, simple and appropriately

detailed metric of giving for specific leadership levels and membership.

Vision Statement for GCM’ Giving Ministry

GCM will be a church who, by God’s grace,

As individual members, give Biblically and sacrificially to the Lord’s work (100% participation)

As individual members, continue to grow in our understanding and application of scripture on the

topic of financial management

As individual members, conscientiously and scripturally evaluate our own personal stewardship

with the goal of increasing the amount given each year

As individual members, welcome and / or seek pastoral care if we don’t grow in our stewardship

As a church, increase each year in the proportion of individual members who give at least 10% of

their gross income

As a church, meet or exceed our Blessing budget giving each year

As a church, increase in our general fund giving every year

As a church, give above and beyond general fund giving to meet unexpected immediate needs

and/or planned future needs (i.e. contingency reserve, capital campaign, etc)

Accomplishing the Vision through 2030

2015

Operating Fund

Communicate the vision for 100% member participation in the grace of giving

Encourage individual to establish personal giving goals each year

Series of messages (AM services) on stewardship to enhance congregational understanding and

convictions

Additional metrics for congregation, leadership and Sr Pastor to track progress towards vision

goals

Add an accountability segment to the Stewardship courses (voluntary)

Expand the Discipleship program to include a more extensive stewardship segment (Is this in The

Walk ?)

Expand venues for giving (GCM-online, kiosk, ccb (GCMonline), smartphone email / texting,

digital giving)

I would propose the following, to develop and implement processes for raising undesignated

operating funding by 25% during 2015 with sustainable growth to continue in subsequent years:

Life-long personal financial discipleship process.

If we help our people be what God wants for them, they will be able to give generously.

Funding

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A process for inspiring our people to give.

Vision casting on a repeated basis.

Remind people of the importance of the GCM mission.

2 minute giving talks at least once a month.

Giving testimonies

Consistent givers process

To encourage consistent givers to continue to grow in the grace of giving.

First time giver process

An intentional follow-up process to encourage their step of faith.

High capacity giver discipleship process

Develop an intentional process to disciple people with the gift of giving.

Digital giving process

Goal to raise electronic giving to 40% in 2015 and increase by 10% a year till we get to more than

90%.

Intentional process for year-end giving.

To develop these systems, I would suggest:

A special day in Jan., set aside to engage selected staff and leaders to develop processes to

increase income by 25% in the next physical year. The outcome of the day would be to create an

action plan with delivery dates and the individual responsible for each items.

Identify one person (a staff member or elder) who is responsible for owning, leading and

executing the funding plan.

Capital Campaigns Where are the opportunities to be more excellent and Christ-like?

Once the need is determined, begin communication to the congregation

o Physical need

o Projected cost

o Time frame for project - start to completion

o Communication plan

Determine sources of funding

Research and evaluate fund raising programs, techniques, and if they are appropriate

o Leverage Arch network for experience

o Educational institutions

Educate congregation on various means of participation (estate planning, appreciated

investment contributions, qualified charitable distribution, etc)

Identify and disciple “gift of giving”

Improve performance in operating funding

Expand GF capital / debt line item in the budget

Capital Funding Resource Evaluation Resource Reviewed by General Subject /

Topic Consideration for use by GCM

Positive - Favorable Negative - Unfavorable

Midwest Church Design and Construction, Funding Consultant

Pastor Steve A Design-Build and Capital Campaign Coaching firm for churches

Biblical World View

Firm understand the “A-Z” of a building program process

Emphasis on prayer

Cost

Broader Evangelical client-base

Funding

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One firm for design, build, and coaching

One firm for Design, Build, and coaching (also a pro)

Injoy Stewardship Solutions - injoystewardship.com

DL Hixson Consulting and Training: operational funding and capital campaigns

Training and approach individually customized

Webinars offered

Capital Campaign University

CCU Cost: $2500

We may not agree with the corporate approach

Compass Seminar – 6/27/14 “5 Step s to a Successful Stewardship Ministry” by Pete McQuillen

DL Hixson Stewardship ministry planning and development

Collaboration on methods and approach to stewardship ministry

Identified various resources that are available for individual / church use

The Rocket Company DL Hixson Advisors on how-to coaching to enhance giving

A few practical suggestions

Very new evangelical approach to giving

strategic and manipulative

New Innovations in Online Giving

Jayme Knutson

One Vision – One Goal

Mike Filippo

Shift Your Ministry Momentum

Shawn Anthony

Summary What do we need to do to get to the vision? (Implementation Phase)

Prepare an orderly, prioritized plan to approach each of the opportunities above

Work with the Equip IT to establish a life-long discipleship plan

Explore how best to absorb individuals entering “2nd Half” ministry to accomplish the vision and

the associated savings of financial and staff resources

2020-2030 Review and continue to teach, model and grow our congregation.

Appendix

Appendix A: Administration Evaluation Outline Worship Planning information

(1) Pastor Tim gives Pastor Mike Theme of messages (2) Pastor Mike chooses music thematically to support messages (3) Goal of all is to teach & instruct

(a) Frequency of music chosen depends on goal (b) Attempting to learn new piece (c) Want congregation to think on music during week

(4) Hymns & specials chosen that week (a) Special music individual/group chosen by PM (b) Song to be used chosen by PM (c) Goal is to reinforce message and minister (d) Ben choses choir pieces and on own volition provides scripture reference

(5) At what point does PM need train an individual for this? (a) Does size of congregation determine (b) Does his outreach ministry determine (c) Possible choices include Ben Richards, CIM individual, (d) PM has taken personal ownership of this (e) Philosophy is “Nothing by Chance & Excellence in All Aspects of Worship”

Other aspects of worship to consider (f) Giving

(i) Who should be making announcements – All pastors & leadership when asked (ii) Ways to give – To be handled by Glory - Financial

1. Offering boxes 2. On-line giving (bank website) 3. On-line giving (debit/credit card) 4. GCM-Online giving button

(g) announcements

Logistics

Seating a) Reset of Auditorium needs to occur using seating templates b) Realistic maximum seating in auditorium is 500 without loft (70%=350) c) Accommodations in sanctuary for additional wheelchairs, walkers special needs d) Overflow e) Mandatory for members only based on predetermined list – as proposed by Glory

Facilities team f) Should include all age groups (worshipping together i.e. Titus group) g) Need added Hymnals & Bibles for these areas h) Will additional ushers be needed to service these areas i) Put leadership (One Elders/deacons) in each room to facilitate worship

Appendix A: Administration Overview Outline

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i) Keep atmosphere spiritual ii) Eliminate the “living room” service iii) Try to mirror the main aud. (ie. Piano in aud. Don’t use guitar)

j) Family room (approximately 57 persons) i) Sound insulation in corridor walls ii) Electric piano adds feel of worshiping with auditorium iii) Need updated & improved IT

(1) Audio & Video feeds (2) Fiber optics (3) Screens/monitors

k) Berean Room (approximately 56 persons) (1) Not Ideal for 1st choice

(a) Too hot (b) Too noisy from above (c) Too noisy from restroom & corridor (d) Uncomfortable chairs (e) not decorated well (f) Lighting (bulbs) not same & not all lit

(2) Need updated & improved IT (a) Audio & Video feeds (b) Fiber optics (c) Screens/monitors

l) What accommodations will be needed for wheelchairs, walkers, special needs

Music Selection - Nothing by Chance & Excellence in All Aspects of Worship” m) Music requirements

i) Music standards (1) Who develops (2) Who communicates (3) Who documents

ii) Music materials (1) Sheet music

(a) Choir (b) Groups (c) Cantata

(2) Hymnals (a) Main (b) Supplemental (c) Added sheets

iii) Funding for Purchase iv) Resources to acquire

(1) Borrow (2) On-line (3) Another church/school

v) Storage location (1) Sheet music – choir (2) Sheet music – groups

Appendix A: Administration Overview Outline

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(3) Sheet music – cantata (4) Hymnals

vi) Instruments (1) Current owned (2) Anticipated purchases (3) Special music needs

(a) Bagpipes (b) Trumpet (Taps) (c) Bells

Choir / Orchestra n) Who makes determination whether choir remains in loft? o) Who makes determination whether we have orchestra or not p) If choir does not stay in loft do they go to designated area – overflow q) As choir grows to over 40 – need to maximize loft

i) Remove Deacon benches and put chairs on main level of platform ii) Relocate one of the instruments off platform iii) Remove electric piano from use

r) Designated Music rehearsal and storage area.

Support Staff to facilitate worship s) Ushers & Greeters t) Traffic control, parking attendants and security u) Nurse on call

i) Review nurse response policy regarding overflow ii) Added individuals

Special Services – Easter, Mother’s Day, Memorial Day, Father’s Day, Thanksgiving, Christmas Cantata, Christmas

v) Safety concern with open flames – consider use of battery candles w) Kids & Jr. Church participation handing out items – sanctuary & overflow x) Junior Church singing in services – what does this do to occupancy y) If visitors are part of service (Color Guard), need to have following

i) Church designated Liaison to interact with group ii) Itinerary for group with consideration of Order of Service iii) Chairs & beverage needs iv) Designated seating in auditorium v) Tangible gift for them – GCM challenge coin, GCM monogrammed pen, etc.

Communion z) Preparation Staffing & scheduling – Deacons currently on yearly rotation aa) Service equipment

i) Wafer trays ii) Cup trays iii) Cups iv) Funnels v) Linens (tablecloths and napkins) vi) Storage totes

Appendix A: Administration Overview Outline

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vii) Juice & wafers bb) Storage & preparation location cc) Facilitators

i) Main auditorium ii) Overflow

dd) Servers i) Elders & Pastors ii) Deacons (as needed basis) iii) Full auditorium & choir loft, need 6 to serve iv) Family room overflow (approximately 57 persons)

(1) Facilitator (2) Servers - 2

v) Berean room overflow (approximately 56 persons) (1) Facilitator (2) Servers - 2

Baptism ee) Set up baptistery – Personnel ff) Backup heater for water gg) Facilitators of baptism – Pastors hh) Special seating for family & guests ii) Special greeter for Baptism candidate & family jj) Dressing Rooms

i) Assistance in room ii) Confirmation and verification of attendance iii) Clothing racks iv) Seating v) Privacy vi) Audio/video (for church & individuals) vii) Record keeping & certificates of baptism viii) Database storage

Need updated & improved IT

i) Audio & Video feeds ii) Fiber optics iii) Screens/monitors iv) Computers & website

(1) Possible to create App for church website? (2) Easier way to perform self-search for sermon audio (topical, date, speaker) (3) Pod-cast of sermons (4) Live streaming of services—elder policy??? Ramifications, benefits? (5) Bandwidth constraints (6) Old cassette tapes of sermons – have these all been converted? (7) Technology involvement & improvements

(a) Education of all congregation on any of these have to happen before changes – settle the sheep

(b) Pod-cast & direct Broadcast

Appendix A: Administration Overview Outline

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(c) FaceTime PM Sunday school class for Peter Grenier (d) FaceTime with Missionaries during Evening services (e) Who would benefit from this?

(i) In our ministry (students, homebound, missionaries) (ii) Nursing homes (iii) community

Multiple Services needs v) Multiple services at current facility vi) Simultaneous services at multiple locations

(1) Satellite locations in cities located around GCM (a) Will this be Video/Audio link to GCM (b) Will Pastor and/or Elder be there with live service (c) Eliminate the “living room” service

(2) Satellite locations within short distance (1-2 miles) of GCM (a) Will this be Video/Audio link to GCM (b) Will Pastor and/or Elder be there with live service (c) Eliminate the “living room” service

Paid Staff vii) Pastors

(1) Currently 5 Pastors to handle 450 regular attendees (2) Current load is 1 Pastor to 90 – 100 attendees – Is this adequate

(a) Why do people identify more with Pastors than with Elders that have oversight with them?

(b) Will this be same case as we grow (c) Should different process be used to handle this

(i) Need to have following items defined 1. Structure of Responsibility 2. Accountability 3. Communication 4. Risk Management

(d) What should the structure be (e) Current structure is Care Team – comprised of Ministry Deacons, Elders, then

Pastors (i) People do not seem to be fully engaged in this structure (ii) Communication of this structure is not consistent (iii) Care Team Meetings and interaction almost non-existent

(3) How do we obtain Pastors? (a) GLBI (b) Internship (c) Growth from within (d) Outside sources – BJU, Arch, etc.

Administrative Support Staff (4) Administrative Assistants

(a) Risk Management (b) Safety Procedures (c) Job Task Analysis (JTA)

Appendix A: Administration Overview Outline

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(5) Receptionists (a) Risk Management (b) Safety Procedures (c) Job Task Analysis (JTA)

(6) Misc. office needs (a) Risk Management (b) Safety Procedures (c) Job Task Analysis (JTA)

(7) Risk Management Personnel (a) Risk Management (b) Safety Procedures (c) Job Task Analysis (JTA)

Facilities & building care (d) Volunteer vs. hired staff (e) Predictive maintenance undertaken

(i) Risk Management (ii) Safety Procedures (iii) Job Task Analysis (JTA)

(f) Facilities management – current property (i) Risk Management (ii) Safety Procedures (iii) Job Task Analysis (JTA)

(g) Facilities management – future satellite locations (i) Maintenance (ii) Equipment necessary

Cleaning (h) GCM building

(i) Risk Management (ii) Safety Procedures (iii) Job Task Analysis (JTA)

(i) GCM offices (i) Risk Management (ii) Safety Procedures (iii) Job Task Analysis (JTA)

(j) Future satellite locations (i) Risk Management (ii) Safety Procedures (iii) Job Task Analysis (JTA)

(k)

Receptionists (a) Risk Management (b) Safety Procedures (c) Job Task Analysis (JTA)

Misc. office needs (d) Risk Management (e) Safety Procedures

Appendix A: Administration Overview Outline

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(f) Job Task Analysis (JTA)

Risk Management Personnel (g) Risk Management (h) Safety Procedures (i) Job Task Analysis (JTA)

Facilities & building care (j) Volunteer staff (k) Work party

Cleaning (l) GCM building

(i) Risk Management (ii) Safety Procedures (iii) Job Task Analysis (JTA)

(m) GCM offices (i) Risk Management (ii) Safety Procedures (iii) Job Task Analysis (JTA)

6) Elders (a) Currently have (4) elders

(i) Risk Management (ii) Safety Procedures (iii) Job Task Analysis (JTA)

(b) Most have outside full time employment (c) As they reach retirement age how are these questions answered

(i) How do we integrate them into the church? (ii) Will they buy into the integration

(d) Why are there not more elders (i) How do we identify those things that hinder growth of Elder roles

1. Age 2. Gifted to teach 3. Ordination

(e) Determine what needs to be done to redefine how we approach Elder Development (i) Possibly redesign the expectations of Elders (ii) Can we develop “Intern” program for Elders (tent maker while learning) (iii) Can Deacons be encouraged or cultivated to be Elders (iv) Can a mentoring program for Deacons to Elder be started

1. Define a purposeful path 2. Process with clear cut milestones & path 3. Clear cut end goals in mind 4. Team approach to mentoring

a. (2) Elders to Deacon b. (1) Elder to group of Deacons – on a monthly rotation c. Clear outline of what topics to cover d. Open discussions e. Biblically based

Appendix A: Administration Overview Outline

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Deacons (f) Process document for identifying future Deacons

(i) Risk Management (ii) Safety Procedures (iii) Job Task Analysis (JTA)

(g) Traits desires (h) Prescribed training

(i) Year-long Deacon in training – (ii) Do we have documentation of what this is (iii) Who is responsible to complete

(i) How can we “Harvest” more deacons (i) Elder interactions (ii) Sunday School class interaction (iii) Membership at large

Appendix B: Choose a Style of Leadership

Since there are different ways to lead, it’s important to make a very clear selection. Unfortunately, great numbers of people try to be Mr. In-Between. They refuse to select any one chair and end up sitting on the floor. The eclectic approach doesn’t work.

Followers have an amazing ability to accommodate themselves to leadership styles. They want to “please the boss.” But if the style is constantly changing, they withdraw, become inactive.

They will make gradual adjustments so long as they don’t have to make major adjustments. If you will select your style, implement it, and stay consistent, you can almost use any style you want.

Here are some typical styles of leadership: 1. The benevolent dictator. I spoke recently to a group of young pastors who were very

interested in seeing their churches grow. When I described the traits of a benevolent dictator, they immediately said, “That’s who we are. We know where we’re going. We know what we want people to do to help us get there. Yes, we want to be pleasant about it, but we think the way we’re headed is right, and we really are not interested in other people’s ideas for this church.” They were interested in results, a great many of which could be expressed numerically (size of church, size of budget, growth rate).

I have occasionally run into preachers who were tyrannical dictators, but these weed themselves out pretty quickly. They develop what has to be called a cult. Even though it may be theologically sound, it is still a personal cult.

Tyrannical dictators rarely last in any organization. Their very meanness undermines them. By operating from a motivation of fear, they sow the seeds of rebellion, which erupt only when the people sense weakness. That, of course, is the very time the leader can’t afford to have a rebellion. That’s why tyrants don’t last.

But the benevolent dictator is a common leadership form among pastors. 2. The one-man operator. Actually, this is more often a one-couple operation that runs the

church like a mom-and-pop grocery store. Mom plays the organ, heads the missionary society, and makes calls with Dad, who does the preaching, the greeting, the supervising, and even the grass cutting. If they have children, the kids work in the choir or the Sunday school, and it’s a family business.

A great many churches are like this. Many of them are small, of course, but some of them grow to be sizable, depending on the energy and talent of the pastor. As the church grows beyond what one man or family can do, it starts to wilt. Somebody else’s Sunday school class starts to grow, and that’s threatening to the pastor, so along comes a new policy that no class will have more than ten students.…

If this kind of church is located in a growing suburb, it may expand simply because of its environment, in which case the one-man operator may have to move on because he just can’t keep his arms around it all.

3. The team player. Think about a football quarterback. He listens to everybody. He has a coach, but he knows his responsibility to call the play in a given number of seconds.

Appendix B: Leadership Style

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I saw an interview with Jim Zorn when he was still with the Seattle Seahawks, a couple of years after he had lost his number-one quarterback position to Dave Krieg. He said, “Football is a team sport, and if Dave Krieg can get more wins for this team than I can, then he should be the quarterback, and I will back him up. I will support him. I will watch every play and try to see things he can’t see. I’ll talk to him. We’ll be friends. And I will support the coaches’ decision to make him the quarterback.”

The interviewer noted that this kind of attitude resulted from Jim Zorn’s vibrant Christian faith. It was a great testimony.

In the church, I think the team philosophy ought to be common practice. If somebody else can do a job better than I can, I want him to do it. A true spiritual quarterback plays for the good of the team and isn’t just trying to be a star; he’s trying to win the objective for which the organization exists.

Now a dictator can’t become a quarterback/team player any more than he can fly. He may adopt the jargon, but his style will remain untouched. I have to say this: I’ve seen limited success in people trying to change their style. For some reason adults develop reflexes, reasoning powers, and success patterns that seem to lock them in.

I tend to be a team player, and when I was forty years old, I was asked to be president of a national corporation. I met with the board and did some background study. They had had a dictator for the previous forty years. I turned the offer down, because I’m too lazy to be a dictator. If I had gone in there and called those executives together and said, “Make your own decision,” they’d have looked at me and said, “Who? Us? We haven’t made a decision in years.” I would have hurt the organization. It would have taken me too long to change systems. What they needed was a young dictator whom people could respond to in a habitual sort of way.

Quarterbacks can’t make decisions as quickly as dictators. A dictator is a broken-field runner, a punt returner. A team player is more of a Franco Harris, who keeps hitting the line consistently and making first downs. The two are different skills.

In a church, you can tell a quarterback by whether people feel their suggestions will be acted on. With a dictator, people do not feel individual responsibility. They may feel responsible to him, to give him information or even make suggestions, but they feel no personal responsibility for the organization. In a team operation, people feel responsible for the decisions.

4. Leading by compromise. I realize the word compromise has a very bad name. But life is not all black and white.

It is possible to lead by compromise. Lyndon Johnson was a master at it. He had a real sense in Congress of what was doable with the people he had, and he’d get people to bend. Many times this is wiser than stopping the total program for an all-out debate.

Now as president, I didn’t think LBJ was as effective as he was in Congress, because his skills as a compromiser were not as suited. He was no longer among equals. He needed to lead more strongly.

A compromiser has a clever way of getting everybody to give something. I’ve seen a lot of people, both in industry and ministry, who are basically achievers of compromise. They don’t go very fast. They don’t generally go very far. But they go pleasantly. Rarely will you see an achiever of compromise split an organization. He’ll find some way to bring the sides together.

Appendix B: Leadership Style

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5. The consensus taker. You can spot this person immediately, because he’s always sending up balloons, raising a flag to see who salutes. If the balloon doesn’t get shot down, this establishes his path for the future.

I don’t want to gainsay the consensus-taker style. The Quakers, for example, use it effectively, but they have a clerk who states the sense of the meeting. Through this individual they accomplish leadership by consensus.

Ray Stedman, of course, has had an amazing system at Peninsula Bible Church in California of not doing anything until it’s unanimous. He believes that is the scriptural way. On the other hand, I have known two churches just recently that ran into real trouble trying to institute that system. Ray’s advantage in Palo Alto was that he got to set the pattern from the beginning of the church.

In such an atmosphere, a subconscious kind of politics evolves over a number of years through which people edge along smoothly toward consensus. If you tried to institute this in a big Baptist church in my part of the country, it would be chaos. Everything would come to a screaming stop.

Whatever your leadership style, it is important to know who you are when you start employing people. If you’re a dictator and hire some strong eager beavers, you’re going to keep them only a short time—or else face a revolution in the organization. You want to hire people with hinges in their backs, and keep them oiled.

Similar forethought is important for the one-man operator, the team player, the achiever of compromise, and the consensus taker as well.

These, then, are some of the functions of leadership. The rest of this book deals with the areas where leadership and administration overlap—directing yourself, guiding your coworkers, and leading the congregation.16

16 Smith, F. (1986). Vol. 5: Learning to lead: Bringing out the best in people. The Leadership Library (40–44). Carol Stream, IL: CTi.

Appendix C: Worship Planning

Appendix D: 8 Simple Ways to improve Church Communication

1) Don’t say too much – If you are trying to say everything, you’ll end up communicating

nothing. Consider the typical church bulletin. Over time they’ve accumulated so much

information in them each week that people don’t bother to even try to sort through it all. So you

end up communicating nothing. The same goes for emails or letters you send out. If they contain

so much information nobody bothers to read them, they aren’t doing any good. Say less and

you’ll communicate more. (Here are 7 other reasons your members won’t subscribe to you.)

2) Respect everyone’s time – Whether they are listening to announcements on Sunday, reading

your bulletin or surfing your website, don’t waste their time. Make sure that what you are

bothering to say is important to your people (not just to you). And try not to broadcast to

everyone the things that only a small group of people need or want to hear. Eventually, they will

just tune you out completely.

3) Have an up-to-date web presence – This means everywhere you’re on the web. Your

website, Facebook, Twitter, whatever. When people visit your website or Facebook page, they

are wanting to communicate with you. They are wanting to build a relationship with you. If they

get to your website and can’t find up-to-date info, it’s a missed opportunity. And if they find out-

dated info, it communicates to them that there must not be anything going on here. And they

move on.

4) Don’t waste opportunities to connect – When somebody visits your website (or your church

for that matter), what are you doing to continue the relationship? Don’t let them leave without

connecting. Get some information from them. Give them an action item. Something to do. An

event to attend. A way to take a next step in their faith walk. Get them on your emailing list and

immediately plugged in to your active ministries (something Flocknote is made to do). Don’t

waste an opportunity to connect.

5) Use a proper emailing service – The #1 (and easiest) way to keep your members up to date

this day and age is through email. Almost everyone uses it. It’s cheap, fast and easy. But it’s a

good idea to use a proper emailing service if you’re sending large amounts of email. It will

improve deliverability (i.e. avoid spam filters), keep your own web server off of blacklists, make

sure you’re legally compliant (like giving people easy, immediate ways to subscribe and

unsubscribe), make your newsletters beautiful and – if you use Flocknote – empower all of your

ministry leaders to manage their distribution lists as a team and communicate professionally and

effectively. How are you continuing your relationship in between Sundays? This is one of the

easiest and essential ways you can expand and bolster your social network. It’s more than worth

the costs, too.

6) Consider your audience – Too many churches get caught only listening and catering to the

vocal minority or the already engaged. So they shouldn’t be surprised when they don’t seem to

reach anyone else. If you want to engage the unengaged, you need to consider that particular

audience. Don’t just say things that are interesting to you. Say things that are interesting to them

and in a way that they will understand and be intrigued.

Appendix D: 8 Simple Ways to improve Church Communication

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7) Remember that communication goes both ways – Communication is as much (or more)

about listening as it is about talking. What are you doing to listen first to your people? Find out

where they are and what they’re thinking. Then you’ll know where to meet them with the

message you’d like to ultimately communicate.

8) Don’t be scared – Many churches are scared to communicate. They’re either intimidated by

the latest technologies or frozen in fear of breaking burdensome guidelines and making mistakes.

So they do little or nothing. There is really no such thing as not communicating. Not

communicating is still communicating something. It communicates fear. It communicates

apathy. It communicates maybe we don’t have something worth communicating. And since we

work for the Church, none of these could be further from the truth.

http://flocknote.com/blog/8-simple-ways-improve-your-parish-communication

Appendix E: Communication Priorities Communication material

Who should implement Priority Noted Problems

Welcome packets Admin/Communication coordinator High

coordinating the brand (do we need the bridge tract?)

Bulletin Admin/Communication coordinator High coordinating the brand

Bulletin Board Admin/Communication coordinator Low coordinating the brand

announcements (PowerPoint)

Admin/Communication coordinator High

coordinating the brand, match with bulletin, emphasis on specific

announcements (Pulpit) Admin/Communication coordinator Low

fewer announcements - only church-wide announcements

Announcements (email) Admin/Communication coordinator Low need training

Church-wide literature Admin/Communication coordinator High no consistent branding

church signage Admin/Communication coordinator High

soccer camp, GBDC, GraceYouth, church

event/ministry-specific literature

Admin/Communication coordinator High coordinating the brand

event/ministry-specific signage

Admin/Communication coordinator High coordinating the brand

event/ministry-specific email

Admin/Communication coordinator High

coordinating the brand; one who sending the email GCMonline training

Paper Calendar Admin/Communication coordinator High

Multiple coordinators; needs to be published before year-end;

GCMOnline/Website calendar

Admin/Communication coordinator High

Multiple coordinators; needs to be published before year-end;

Website Admin/Communication coordinator High analytics/traffic not a high priority

Social Media Admin/Communication coordinator High sermon preview, events, functions,

GCMonline Admin/Communication coordinator Medium need training for leaders

GCM App Admin/Communication coordinator Medium app just loads the website

email notifications Admin/Communication coordinator Medium need training for leaders with emails

Sermon Review Admin/Communication coordinator Medium who should be sending it

TV Commercials Admin/Communication coordinator Low branding, look and feel of Grace

print ads Admin/Communication coordinator Medium branding, look and feel of Grace

Appendix G:Facilities Assessment Report

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Digital ads Admin/Communication coordinator Low more budget

policy manuals Admin/Communication coordinator Low

rewrite and rebranding: usher manual, wedding manual, leadership manual

annual meeting/report Admin/Communication coordinator Low does this need to be printed?

idea follow-through Admin/Communication coordinator High

our Nehemiah survey - got low marks for communication and follow-through

Appendix F: Average Growth Rate

400 Average Sunday morning worship service attendance in 2014

Average Growth

Rate

Year 1% 2% 4% 5% 6% 8% 10% 13% 15% 20%

1 404 408 416 420 424 432 440 450 460 480

2 408 416 433 441 449 467 484 506 529 576

3 412 424 450 463 476 504 532 570 608 691

4 416 433 468 486 505 544 586 641 700 829

5 420 442 487 511 535 588 644 721 805 995

6 425 450 506 536 567 635 709 811 925 1194

7 429 459 526 563 601 686 779 912 1064 1433

8 433 469 547 591 638 740 857 1026 1224 1720

9 437 478 569 621 676 800 943 1155 1407 2064

10 442 488 592 652 716 864 1037 1299 1618 2477

11 446 497 616 684 759 933 1141 1461 1861 2972

12 451 507 640 718 805 1007 1255 1644 2140 3566

13 455 517 666 754 853 1088 1381 1849 2461 4280

14 460 528 693 792 904 1175 1519 2081 2830 5136

15 464 538 720 832 959 1269 1671 2341 3255 6163

16 469 549 749 873 1016 1370 1838 2633 3743 7395

1.31

Total number of people on

church property,

infant thru adult

614 719 981 1144 1331 1795 2408 3450 4903 9688

Appendix G: Facilities Assessment Report 2014-15 Budget Year

Facilities Assessment Project Report Grace Church of Mentor

2014-2015 Budget Year

Appendix G:Facilities Assessment Report

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Table of Contents Table of Contents Introduction

Inventory Criteria

General Information Graded Criteria Letter Grades

Data Collection & Analysis Findings

Auditorium Fellowship Hall Education Wing Grace House North Grace House South Courtyard Front Lawn Paths & Walkways Main Parking Lot Grace House Parking Back Driveway Garage Parking Lot East Barn Parking Lot West Barn Grace House South Barn Grace House North Barn

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Introduction

Grace Church of Mentor exists to glorify God by evangelizing the lost and

equipping the saints with the goal of Christ-likeness. Grace Church of Mentor Mission Statement

In keeping with Grace Church of Mentor’s mission statement, our goal is to exercise good stewardship in maintaining the safety, security, appearance, and proper function of all

facilities. By doing so, we maintain our testimony in the community, minimize distractions to

worship, and free up our time and resources for the cause of Christ. To this end, we developed

the Facilities Assessment Project to establish a centralized, comprehensive and objective

evaluation of all of our properties. The Facilities Assessment Project involved three key steps, as outlined below:

1. Establish an inventory of the Grace Church of Mentor property.

2. Establish the criteria for the assessment, organized by category.

3. Collect and analyze the data and summarize the results as objectively and

concisely as possible.

The purpose of this report is to provide the Grace Church of Mentor Board of Elders, Facilities Team and Budget Committee with a summary of the findings and recommendations of the Facilities Assessment Project. This is an ongoing project; since the condition of our facilities is constantly changing, our goal will be to provide an updated report on an annual basis at or near the start of the annual budgeting process. This report does not establish priorities or cost estimates. This report was prepared by Pastor Steve Sindelar, Administrative Director; and Nick Bair, Facilities & Technology Coordinator.

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Inventory Before any assessment could be made we first had to establish which areas would be assessed. Below is the finalized inventory used for this assessment. Church Building

● Auditorium

● Fellowship Hall

● Education Wing

Grace House

● Grace House North

● Grace House South

Green Space

● Courtyard

● Front Lawn

Parking

● Paths & Walkways

● Main Parking Lot

● Grace House Parking

● Back Driveway

Storage & Utility

● Garage

● Parking Lot East Barn

● Parking Lot West Barn

● Grace House South Barn

● Grace House North Barn

Criteria

Our intent in establishing the criteria for the assessment was to remain as objective as possible. We took great care to avoid criteria which were overly opinion-based. For example, chipped or scuffed paint would affect the impression score, whereas paint color would not. There were two primary data groups used in the assessment: General Information and Graded Critera.

General Information This information did not directly affect the final grade, but may be useful in tandem with graded criteria in establishing maintenance priorities.

● Date of Origin (Age)

● Date of Last Major Renovation

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● Description of Use

Graded Criteria These criteria were used to compile an overall grade for each area. Not all criteria applied to all areas, so grades for each area were calculated based only on applicable criteria. The three primary categories were graded individually and weighted by importance to produce an overall score which reflected all criteria.

● Safety (40% of Overall Score)

The safety of the building or area, including any physical features, lighting issues,

or outside forces which present a risk of personal injury, destruction of property,

or any material/financial loss (other than theft or criminal intent).

● Condition & Appearance (30% of Overall Score)

An aggregate of the scores of any and all applicable data from the following:

○ State of Repair

The condition of the building or area as assessed by a detailed inspection,

including any minor cosmetic issues which are not immediately apparent

but which affect the area’s overall condition and/or appearance.

○ Impression

The condition of the building or area as assessed by a cursory observer

such as a first-time visitor, including major cosmetic issues which are

readily visible and which negatively impact a visitor’s first impression of

the church.

○ Fitness for Intended Purpose

Based on the Description of Use, this refers to the suitability of the building

or area for the way we use it.

○ Security

Features of the building or area which affect the security of people and/or

assets or the church as a whole, specifically in terms of burglary, theft, or

other criminal activity.

● Mechanical & Systems (30% of Overall Score)

An aggregate score based on the condition and proper function of the following

systems (where applicable):

○ Plumbing

○ Electrical

○ HVAC

○ Roof

○ Structure

○ Water Heater

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Letter Grades

Letter grades for each area were assigned per category as well as for the area’s overall score. The grading scale was based on 10% increments (A for a score of 90% or better, B for 80% or better, and so on).

Data Collection & Analysis As we collected data for each area, we took notes to aid in explaining our results. We’ve compiled these notes to provide a summary for each area in this report. Generally, our notes focused on low-scoring areas, since high scores require less explanation. Some summaries include recommendations for improvement where appropriate, although recommendations were generally outside the scope of this report. Photos are included where necessary to document problems where descriptions fall short.

Findings

Group Name Safety Condition & Appearance

Mechanical & Systems

Weighted Average Overall Grade

Church Building Auditorium A B A 88% B Church Building Fellowship Hall A A B 96% A Church Building Education Wing B B A 85% B

Grace House Grace House North B D B 78% C Grace House Grace House South A B A 93% A Green Space Courtyard D D D 62% D Green Space Front Lawn D B B 72% C

Parking Paths & Walkways F F 29% F Parking Main Parking Lot C C A 79% C Parking Grace House Parking D D B 68% D

Parking Back Driveway B F 69% D Storage & Utility Garage A B D 84% B Storage & Utility Parking Lot East Barn A B A 93% A Storage & Utility Parking Lot West Barn A B A 93% A Storage & Utility Grace House South Barn A F F 70% C Storage & Utility Grace House North Barn A F F 72% C

Total 81% 72% 79% 75% C

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Auditorium

Group: Church Building

Date of Origin: 1995 Date of Last Major Renovation: 2006 Description of Use: The main meeting space for worship services. Overall Grade: B The Auditorium serves as the primary meeting space for worship services, and as such is one of the areas of highest visibility and priority. We’ve identified a handful of minor issues in each of the three categories (mostly related to the most recent Auditorium expansion), but overall the space is in good shape. Safety: A The carpet in the front two-thirds of the Auditorium is old, loose, and worn in spots. This presents a minor trip hazard. The exit door nearest to the organ is very hard to open. Condition & Appearance: B The loose carpet is unattractive. There are large cracks along the walls and ceiling corresponding to the last Auditorium expansion. We are running out of space for Sunday morning services and there is no more room for expansion. Hanging lighting is outdated and current recessed bulbs are larger than the cans were designed for. Mechanical & Systems: A HVAC. The HVAC systems in the auditorium are noisy. It is difficult to maintain consistent temperatures throughout the space. Roof. The roof is beginning to show signs of age and will likely need to be replaced within the next 10 years.

Fellowship Hall

Group: Church Building

Date of Origin: 1975 Date of Last Major Renovation: 2013 Description of Use: Discipleship; potlucks & fellowships; informal meeting space. Overall Grade: A Thanks to the recent renovation, the Fellowship Hall scored high marks all around. Safety: A The new tall tables and hard tile floors represent minor safety issues where small children are involved. This is primarily an issue with the Young Moms’ Fellowship, and we have taken steps to reduce this risk during that event. Condition & Appearance: A New lighting and windows make the new space feel open and inviting. Mechanical & Systems: B Plumbing. Several years ago we installed a circulating hot water pump to address the problem of pipes freezing servicing the kitchen. The system works well but has no failsafe; in the event of a winter power outage the pipes could freeze and break, requiring expensive repairs. At minimum, we should consider installing a voltage sensor to indicate and notify when problems occur. Electrical. the wiring is safe, but several

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areas would benefit from additional outlets to accommodate new seating and increased usage as a one-on-one meeting place. HVAC. The Fellowship Hall contains 4 separate HVAC units; one only works for cooling; two others have required repairs in the past year; the fourth was recently replaced. At this point the HVAC is in good working order and is adequate to control the space.

Education Wing

Group: Church Building

Date of Origin: 2005 Date of Last Major Renovation: 2007 Description of Use: Sunday School classrooms, GLBI, childcare. Overall Grade: B Due to heavy traffic from children and normal wear & tear, the Education Wing requires regular upkeep to maintain a good impression. We've recently fallen behind in this regard due to the focus on the Fellowship Hall renovation. Overall, however, the area scored well. Safety: B The stairway and tile floors present slip hazards in snowy weather. Despite the addition of the courtyard entrance, hallway congestion in the Education Wing is still an issue at times. Condition & Appearance: B Due to heavy use for children’s ministries, the walls in the Education Wing require regular patching and repainting on both floors. The carpeting in several classrooms is worn out and loose. It is due for replacement. The lighting appears outdated and institutional. The wall sconces were originally donated. Mechanical & Systems: A Electrical. Some classrooms have outlets that are loose because during construction the electricians did not account for double-thick drywall. Some of these have been fixed by adding spacers, but several still remain loose. Water Heater. The downstairs water heater thermostat intermittently defaults back to vacation mode.

Grace House North

Group: Grace House

Date of Origin: - Date of Last Major Renovation: 2013 Description of Use: Primary staff office space. Overall Grade: C The north side of the Grace House has become the primary office space for church staff. It provides limited space and its split-level layout presents a few challenges, but there are no urgent problems with the space at this time. Safety: B Condition & Appearance: D The room adjacent to kitchen (formerly a garage) is unfinished. The carpeting throughout the house is in poor condition and is not designed for heavy commercial traffic. The house does not provide enough space or the proper facilities for the entire

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staff. The house also lacks accessibility features as required for a place of business by the Americans with Disabilities Act. The city may also require installation of a fence. Mechanical & Systems: B The plumbing, electrical and HVAC systems were thouroughly checked as part of the office renovation and move. Upgrades were made where necessary. The main drain line has a root problem that will require regular snaking/rooting, either by a plumber or in-house if we purchase a commercial-grade drain auger.

Grace House South

Group: Grace House

Date of Origin: - Date of Last Major Renovation: - Description of Use: Tenant occupancy. Overall Grade: A The south side of the Grace House is currently occupied by our tenant, the former owner. As such, it was unnecessary to perform a detailed assessment at this time. Safety: A Condition & Appearance: B Nothing to report. Mechanical & Systems: A The water heater failed this year. We replaced it with a circulating hot water pump tied into the North House water heater. The feed line goes through the attic. There is no failsafe against freezing, though, so we should consider a monitoring system.

Courtyard

Group: Green Space

Date of Origin: 2005 Date of Last Major Renovation: 2013 Description of Use: Alternative ingress/egress; warm-weather discipleship space. Overall Grade: D The Courtyard was opened up as an entrance/exit pathway and discipleship space following the Fellowship Hall renovation. It was intended to relieve some of the congestion in the Education Wing hallway before and after services by providing an alternative means of ingress/egress. Because the renovation project took longer than expected, we did not have time to complete all the work we wanted to in the Courtyard. By necessity, the space was left mostly unfinished until the Spring. Safety: D Snow and ice buildup are problematic in the winter. The space is too narrow to fit a plow. The space is too large for shoveling to be practical. We should invest in a snowblower and install new gutter tapes. Condition & Appearance: D

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The landscaping is unfinished. The adjacent property to the south is unattractive. Some minor exterior repairs to the soffit are necessary. The aforementioned safety issues and inaccessibility to the parking lot result in underutilization. Security is a problem because the doors are hidden from view from the front of the building and the street. The entrance door doesn't always close properly. Mechanical & Systems: D The plumbing and electrical were left unfinished for the winter.

Front Lawn

Group: Green Space

Date of Origin: - Date of Last Major Renovation: - Description of Use: Outdoor games & special events. Overall Grade: C The Front Lawn serves as an area for outdoor games during children and youth events. It has also become a favorite play area for children after services. Safety: D The lawn’s proximity to the parking lot and main drive has been a perennial safety issue. Many attempts have been made to address this by asking parents and children to be mindful of car traffic, but these behavior changes are always temporary. Condition & Appearance: B The catch basin in the northeast corner is too low, making it hard to mow around. The ground is uneven, so care must be taken when mowing not to cut the grass too short, and to collect grass clippings. We should consider a mower that is better-suited to our space and which can collect clippings. Mechanical & Systems: B We should consider the addition of permanent water and electrical receptacles to avoid hoses and extension cords across main drive during special events.

Paths & Walkways

Group: Parking

Date of Origin: - Date of Last Major Renovation: - Description of Use: Ease of access between properties. Overall Grade: F This is the area of broadest scope in this assessment. It refers to any and all areas on the property which receive regular foot traffic. This includes unpaved paths which have become common "cut-throughs" for our staff between the Church Building and the Grace House. The sidewalk provides the only paved path between the properties but is impractical for daily use. This area's low marks reflect the need to add more direct paths. Safety: F

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The lack of paved paths is a problem in the snowy weather. The city of Mentor does plow the sidewalk when new snow falls, but snowdrifts and street plows often leave the sidewalk blocked, leaving no safe walking path between properties. Condition & Appearance: F The common cut-through areas are hard to traverse, especially in dress shoes or when wet or muddy. There is a major drainage problem behind the Education Wing next to the sidewalk leading to the Courtyard. Mechanical & Systems: Lighting will need to be considered when adding walking paths between buildings.

Main Parking Lot

Group: Parking

Date of Origin: - Date of Last Major Renovation: - Description of Use: General parking. Overall Grade: C The parking lot serves its purpose well but we are quickly outgrowing the space it provides. Safety: C Some points of intersection offer limited visibility, and right-of-way is unclear. Some lights towards the back of the lot are burnt out. Replacing these requires rental of a boom or scissor lift, or outsourcing. The small lampposts around the handicapped parking area provide insufficient light. Condition & Appearance: C Several new cracks have formed since the last sealcoating treatment. The areas around light poles are unfinished and prone to overgrowth. The poles need to be repainted. The number of open parking spots on Sunday mornings is critically low, indicating the need to expand our parking space. Mechanical & Systems: A Nothing to report.

Grace House Parking

Group: Parking

Date of Origin: - Date of Last Major Renovation: - Description of Use: Parking for staff & volunteer helpers. Overall Grade: D The parking outside the Grace House provides limited space, particularly while the south side of the house is occupied by a tenant. Some minor safety issues and an inefficient layout need to be resolved as well. Safety: D

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The single-width drive and limited visibility due to tall trees present a moderate collision risk. The lighting should be put on a timer. Condition & Appearance: D There is not enough parking space during office hours, particularly when volunteers come in to help Donna. The lack of parking markers exacerbates the issue because the space is used inefficiently. Mechanical & Systems: B Electrical needs to be installed for lighting, timers, and office signage.

Back Driveway

Group: Parking

Date of Origin: - Date of Last Major Renovation: - Description of Use: Ease of access between buildings. Overall Grade: D The driveway through the wooded area behind the Grace House was never intended for the volume of traffic it has had since we moved offices. It needs to be regraded. Backfilling or paving may be the only way to permanently solve the issue. Safety: B Several dead trees were removed during the last work party but fallen branches and debris are still a minor risk. The parking lot side is surrounded by trees which limit visibility for oncoming cars. Condition & Appearance: F The gravel base has been displaced due to heavy use when wet, and should be reinforced and/or paved. Standing water, mud, dead plant life and debris make the area unattractive. The uneven ground makes passage difficult for vehicles with low ground clearance, especially when snowy or muddy. Mechanical & Systems: Not applicable.

Garage

Group: Storage & Utility

Date of Origin: - Date of Last Major Renovation: - Description of Use: Storage & workshop. Overall Grade: B The garage offers great potential as a workshop and storage area, but its appearance, structure, and systems need a good bit of attention. Safety: A Nothing to report. Condition & Appearance: B

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The aging roof and siding are unattractive and due for replacement and/or repainting. Some structural flaws are externally visible. Mechanical & Systems: D The wiring is old and should be checked and/or replaced. The lighting is insufficient. The roof is due for replacement. The framing is in disrepair in several areas. The peak of the roof sags significantly.

Parking Lot East Barn

Group: Storage & Utility

Date of Origin: - Date of Last Major Renovation: - Description of Use: General storage. Overall Grade: A The barn serves its purpose well but its location presents some problems. Safety: A Nothing to report. Condition & Appearance: B The barn's current location is prone to flooding and takes up parking spaces. We should consider moving both barns to a slab on the north property. Mechanical & Systems: A Nothing to report.

Parking Lot West Barn

Group: Storage & Utility

Date of Origin: - Date of Last Major Renovation: - Description of Use: Christmas decorations. Overall Grade: A The barn serves its purpose well but its location presents some problems. Safety: A Nothing to report. Condition & Appearance: B See notes on East Barn. Mechanical & Systems: A Nothing to report.

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Grace House South Barn

Group: Storage & Utility

Date of Origin: - Date of Last Major Renovation: - Description of Use: Tenant occupancy. Overall Grade: C This barn is currently occupied by our tenant. Both its in poor condition both structurally and aesthetically. Once it becomes vacant, we should consider removing or replacing it altogether. Safety: A Nothing to report. Condition & Appearance: F The barn is unattractive, even from far away. Mechanical & Systems: F The entire structure is in visibly poor condition. The roof needs replaced.

Grace House North Barn

Group: Storage & Utility

Date of Origin: - Date of Last Major Renovation: - Description of Use: Christmas & Grace Bible Day Camp supplies & decorations. Overall Grade: C This barn provides good space for storing large, seldom-used items, but its appearance and structure need to be improved. Safety: A Nothing to report. Condition & Appearance: F The barn needs patched and painted. The surrounding area needs to be cleaned up. We should add a lock to the doors. Mechanical & Systems: F The floor is rotting out and sagging. The roof needs replaced. The doors do not clear the ground in front of them while opening.

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