Calvary Baptist Church

Strategic Planning Task Force

OVERVIEW

            In 1992, the Calvary 2002 committee was formed and charged with developing a long-range plan for Calvary Baptist Church. The Biblical admonition from Proverbs – “where there is no vision the people perish” – guided the formation of a 10-year planning document that sought to envision the major activities and initiatives Calvary Baptist should engage in to fulfill its mission as a “Christ-centered caring church family in the center of our community.”

            Indeed, many – if not most – of the recommendations outlined in the Calvary 2002 plan have been implemented. Calvary has continued to grow, to bring in more members and to strengthen the worshiping options and programming available – all with the goal of sharing the good news of Jesus’ love and grace to both the church’s membership and the larger community.

 Perhaps most significantly – and in direct response to needs identified by church members -- a Recreational Outreach Center was constructed, which now houses a variety of activities, including the Upward Basketball program that brings hundreds of children and adults into the church.

            In 2006, the church’s pastor, Dr. Robert Baker, convened a strategic planning team – composed of a broad and diverse cross-section of the church’s membership – to develop a new planning guide. Now, as before, the idea is to help create a vision for the church that guides its efforts as we seek, as a family, to share the Good News of Jesus Christ to our church and our community.

            This document and its recommendations constitute a three-year planning guide. The idea is that times change as do institutions, in ways both large and small. As a result, a different kind of planning document – both in duration and in scope – is needed for a church that in the last 10 years has grown significantly and added many new programs and initiatives.

            The last 10-year plan articulated, in many cases, large-scale construction and programmatic needs to accommodate a growing church. This plan, in contrast, document seeks to do three things:

• Refine in productive ways the programs and worship options already in place for our membership and community. Calvary has three worship services that address the needs of its membership, a vibrant and active Sunday School program, and beloved children’s and music ministries. But those options need to be better defined, connected and accessible.
• Address a concern that, as we grow and provide more options, we remain connected as a church family. We live in a world that is globally interdependent, where communications across thousands of miles and hundreds of countries take place instantaneously. Yet, within the context of one church, there is a concern that we communicate too slowly and infrequently with one another.
• Underscore the church’s commitment to missions. Jesus’ ministry, and, indeed, the entirety of the New Testament, is a call to serve those in need in the name of Christ. This church has embraced that Christ-value, but needs to better define our role in the community, in terms of budget, programs and planning, specifically with respect to the role of the ROC as a missional tool.

Process and Background

            Again, as in 1992, Dr. Baker sought to bring together a broad membership for the strategic planning team, ensuring that diverse backgrounds were represented with the goal of being as inclusive as possible. The committee members are: Mira Ball, Julie Balog, Carla Blanton, Jay Blanton, Mollie Brennan, Charles Colvin, Phyllis Combs, Lynn Fuller, Charles Ham, Kay Hopkins, Wini Humphrey, Patsey Jacobs, Benita King, O’Ryan McCray, Terry Mobley, Rick Reams, Frances Rohlfing, and Hardin Stevens.

            Also, the church repeated – with some substantive additions – a membership survey, designed to gauge attitudes within Calvary about its present state and its needs going forward. In addition to the survey, four general focus groups were held – as well as one focused specifically on the ROC – to dig deeper with respect to the survey findings. More than 40 people participated in the focus groups, which were moderated by Walter Palmer. Finally, subcommittees, composed of vision team members, studied in more detail six areas – worship, evangelism, education, communications and marketing, missions and finances - and developed recommendations that are included in this report. They interviewed staff and volunteers to gather background and assess strengths, weaknesses and opportunities for current ministries/programs.

            In addition to vision team members, several other church members participated in the subcommittee groups.

            By way of background and to develop a deeper context and understanding for the recommendations of the vision team, the following summarizes the major survey and focus group results:

Survey

• 324 Calvary members were surveyed, which was taken during the Sunday School hour and mailed to all members who aren't enrolled in Sunday School; and
• There is strong support for the church’s leadership team, for the variety of worship services, for the Sunday School programs and educational offerings – particularly the children’s ministry -- and for the music program. For example:
• 86.5 believe current worship opportunities meet members’ needs;
• 72 percent said Sunday School/services were among the programs/ministries that are most beneficial to them;
•  Nearly 82 percent of members said Calvary was meeting the needs of its members in providing a place of worship; and
•  A little more than two-thirds of members believe Calvary is providing the appropriate opportunities to serve.

            Areas of concern:

• Members were concerned that more should be done to provide opportunities for spiritual growth and 64 percent believe the church needs to do more to help members lead others to Christ;
• Similarly, nearly 66 percent said more needs to be done to integrate new members into the church;
• More than 70 percent of members use e-mail daily – and often several times a day – yet nearly 60 percent said news they receive about Calvary is not timely and nearly 70 percent said it lacked detail;
• Nearly 83 percent of members cited lack of time as the chief obstacle to volunteering more; and
• More than half the church membership says they use the ROC infrequently. Beyond attending events in Fellowship Hall and the Upward Basketball program, there is little awareness of other programs and initiatives taking place in the center.

Focus Groups

            The focus groups that were conducted in the weeks and months following the survey touched on many of the same themes. In general, there is a strong sense of support for the church’s leadership team, the strength of Sunday School, education and music programs, and the evolution of different services to keep pace with changing worship preferences and needs within our membership and the community at large.

          Two primary concerns emerged in more depth and context from the focus groups:

• Members are concerned that as we grow, we become more disconnected from one another. This concern manifested itself in a number of ways. Some members cited the fact that you would never get to know many people if you attend different worship services and that there is a lack of understanding between and among the worship services. Signage and access issues across the church’s growing physical property and infrastructure were continually cited. And many focus group participants cited a lack of functionality to the church’s web site, including a lack of up-to-date information and compelling visual presence. The totality of these comments represented a significant concern that there is a lack of communication – and as a result – connectedness within the church membership; and
• There is not a churchwide consensus or understanding about the role and purpose of the ROC. The church membership – as reflected in the survey, focus groups and subcommittee reports – supports the needs for a Recreation and Outreach Center. And many members have taken advantage of the center, whether for Upward Basketball, exercise and athletics, Fellowship Hall and Wednesday night supper and different missions’ programs, including the Room at the Inn. However, it is abundantly clear that while there was a plan to create the ROC, there was not – and has not been – a plan and vision to move the ROC forward. Some members believe the ROC is primarily for athletics. Others see as a tool to recruit new members. Still others see the center as primarily a missions’ tool to reach out into the community in the name of Christ and Calvary Baptist Church. There is, in short, a lack of understanding and consensus for what the ROC is and what it should be in the future.

Recommendations

            Against the backdrop of surveys, focus groups and subcommittee analysis, the following includes recommendations for Calvary’s three-year strategic plan. The recommendations are clustered around six subject areas:

• Communications
• Education
• Evangelism/Outreach
• Finance and Facilities
• Missions
• Worship

COMMUNICATIONS

            The one central theme in each method of research and each area of the church is the need for better communication. This need becomes even more pronounced as the church grows and offers various worship options.

            Of those surveyed, 59 percent stated that the news they receive about Calvary is less than timely and 67 percent stated it lacked detail. Another common belief is that the website should be updated more frequently. Currently, the staff person assigned as web master has several other duties. The web system is not easy for other staff to use, and because there are so many other pressing duties, it often falls through the cracks.

            Respondents of all ages use email – 71 percent check email at least daily, and only 18 percent use it rarely or never.

Recommendations:

            Suggested communications improvements, which will keep church members better connected to the church and each other as well as maximize participation in volunteer efforts and programs, include:

• Designating a staff person to update the website and oversee email communications as the primary function of his/her job description;
• Updating and expanding the church's email database. (Currently, there are about 800 to 900 email addresses for the 2,300 church members.);
• E-mailing Connections to members who prefer to receive the newsletter electronically, but giving members the option of continuing to receive a copy in the mail. This would reduce printing and postage costs and increase the timeliness of the information;
• Creating a customized system of email alerts, which would allow members to sign up for emails on topics that interest them. Again, this would improve the effectiveness and efficiency of communication. There is limited space in Connections and the bulletin. This system would allow a more targeted and timely delivery of detailed information;
• Investing in a subscription email program to prevent Connections and email alerts from being inadvertently stopped by spam filters;
• Targeting information to new downtown dwellers through purchasing a database and printing door hangers that are a welcome to the neighborhood and contain information about Calvary. Volunteers could walk the neighborhood and deliver the information. Calvary has weathered the difficult times of people leaving downtown for the suburbs. There are several hundred new condos within a mile of Calvary, and those people may be looking for a church. (Further research should be done to determine how many of these new developments are gated communities and whether they could be best reached via a door-to-door campaign or through the mail);
• Creating a new church video, which also could be posted on the web;
• Considering changing the live radio broadcast to a taped one that is edited to fit the 60-minute time constraint. Currently, the end of the sermon is often cut off because the service runs past the noon deadline;
• Posting meeting minutes (deacons, finance and quarterly business meeting) on the web; and
• Creating a new brochure, which also could be posted on the web.

EDUCATION

            For a vast majority of members, Sunday School is the way they stay connected to the church:

• 72 percent of members surveyed rated it as the program/ministry they find most beneficial. (The next highest category ranked 13 percent);
• It ranked No. 1 in terms of promoting fellowship at 32 percent; and
• Sunday School was the second most likely program that members would bring a neighbor to attend.

            Almost all of the respondents were Sunday School members, which has an effect on the results. However, it further demonstrates that Calvary's stated goal of involving people in small groups is key. If the church can succeed in drawing people to Sunday School, it helps members with their spiritual walk and helps the church gain members who are vested in its future. A majority of survey respondents stated that Calvary could improve the way it integrates new members. Sunday School can serve an important role in filling that unmet need.

Recommendations

            Suggested improvements to Sunday School and other small group programs, such as Sunday night or Wednesday night Bible study are:

• More widely disseminate the list of Sunday School classes so deacons and members can help visitors find the class that's right for them and put the list of classes and a description on the website;
• Gain a renewed commitment from Sunday School classes to help mentor new members/visitors get acquainted with the church and hopefully join a Sunday School class;
• Implement a training program for first-time teachers
• Create a class specifically for seekers and/or new Christians;
• Consider holding some small groups that meet in people's homes, which would address the obstacles cited by many respondents -- lack of time and downtown location of the church;
• Offer more adult Bible studies at flexible times, which may help bring younger men to the studies;
• Provide care/activities for the entire family when Bible studies are held at the church; and
• Help Sunday School classes continue to reach out to families involved in Upward Basketball, the Christmas project, Vacation Bible School, Mothers’ Day Out and the High Street Neighborhood Center.

EVANGELISM

            The ultimate goal of all ministries should be evangelism and outreach, which better equips us to spread Christianity through the compassionate enthusiasm of the Holy Spirit.

            Among those surveyed, 64 percent stated that Calvary could do a better job of helping them lead others to Christ.

            In addition, 76 percent believe it is important for Calvary to provide opportunities to grow spiritually.

Recommendations

• Research changing downtown demographics by talking to churches in similar situations. Consider changing/adding ministries only after that research has been completed;
• Encourage and strengthen the bread ministry, which was mentioned by several focus group members who fondly recalled receiving the bread when they first started coming to Calvary. It was an unobtrusive but welcoming gesture that they appreciated. Creating a bread ministry team might provide more accountability and consistency;
• Check Sunday School rolls more frequently for non-attendees and follow-up with a card, email or phone call;
• Revive Hearthsiders, where four couples rotate a potluck at each other's homes for four consecutive months – maybe create a mix between the 8:30 a.m. and 11 a.m. service participants to increase communication with the two groups;
• Communicate more frequently to members via emails that emphasize spiritual growth, such as the "40 Days of Purpose" material; and
• Produce a sampler of music styles that could be placed on the web and/or a CD to give visitors an idea of which service is best suited to their style of worship. 

FINANCE AND FACILITIES

            The financial condition of the church is sound due to a low debt service and strong internal accounting controls. Only 1 percent of respondents stated that Calvary was not a good steward of contributions.

            In addition, the recently secured line of credit will be helpful.

            There are more challenges in the areas of facilities, including:

• A lack of connectedness among the buildings;
• A sanctuary that is not handicapped-accessible;
• A lack of signage confuses visitors and new members;
• Install a screen in the sanctuary for use before and after the services to highlight church events and missions’ opportunities;
• The poor condition of the college ministry building, which is a gateway to the church for many people;
• The children's wing in Education Building I, especially the bathrooms, are in desperate need of renovation;
• An counseling center building that is aging and in poor condition; and
• The smaller attendance at the 11 a.m. service may give a false impression to visitors that the church is not vibrant.

Recommendations

• Create an updated master plan to provide a guide for long-term building plans and maintenance needs. The master plan hasn't been updated since the mid-1990s. In order to grow/update the church campus in a thoughtful way, a plan is needed. It also would help with future fund-raising for facilities;
• Invest in signage inside and outside each building to better direct visitors, including maps on each floor of every building. Maps should also be available on the website and in new member packets;
• Make the sanctuary accessible for people with disabilities;
• Institute electronic direct deposits and/or web-based giving, which would maximize giving and reduce fluctuations in giving due to people being on vacation. It also would reduce printing and postage costs for envelopes of those who choose electronic deposits;
• Improve communications with deacons and members to improve the transparency and timeliness in dispensing financial information and educating members about their financial responsibility and the joy of giving. This could include a presentation before annual giving commitments are made that would provide information on ministries/programs, what they have accomplished the past year, their plans for next year and an explanation about what financial support is needed;
• Build an atrium between the Education Buildings I and II, which would  solve two weaknesses that were identified in research: the lack of a central location to help welcome and guide visitors and the fear that church members would become disconnected because of multiple worship times;
• Investigate ways to make the sanctuary setting more intimate; and
• Build a new college center because a significant number of Calvary members started attending because of the college ministry.

MISSIONS

            Calvary Baptist Church’s historic decision to remain downtown has positioned it well to reach out to the disadvantaged and needy populations within the Lexington community. Further, that decision – and the church’s development – have underscored a desire and commitment to serve others in the name of Jesus Christ. Never before in Calvary’s history has the time been more ripe or compelling for such outreach and missions’ work: while less than 13 percent of Fayette County residents live below the poverty level, nearly 40 percent of the downtown population does. At the same time, downtown is experiencing a revitalization with new upscale home, shopping and entertainment options and a growing University of Kentucky. Moreover, a combined workforce of 27,000 is based in the downtown area, with two universities – with some 29,000 students – within walking distance of Calvary Baptist Church.

            In short, Calvary is centrally located to spread the Good News to a diverse population, one with different needs and perspectives. A strong and vibrant missions’ program is central to those efforts.

Recommendations:

To that end, recommendations for improving and expanding missions include:

• Employ a full-time Minister of Missions (completed) with direct oversight of all Missions programs, including the Recreation and Outreach Center, which must be viewed and planned for as a missional tool. That staff person would oversee the creation and implementation of a strategic plan and a communications plan that would include the ROC;
• Establish an ongoing missions committee to represent all areas and interests of the congregation (under way);
• Develop an ongoing missions education program with regular emphasis during Bible study and Wednesday night programs as well as worship services;
• Increase communications to the church body about missions through the web, Connections and more frequent letters or bulletin inserts;
• Conduct a comprehensive gifts assessment of the congregations to match passions and gifts with needs and ministries (to occur this fall);
• Develop an adequate and appropriate ongoing missions’ budget; and
• Increase collaborative efforts with faith and community organizations.

WORSHIP

            Members of the 8:30 a.m. and 11 a.m. service feel strongly that the style of worship there meets their needs, and they each want to continue that style. In fact, 82 percent rated Calvary very highly in terms of meeting the need of worship.

            There was general agreement that combining the services several times a year is beneficial.

There were some concerns expressed, including:

• The desire to maintain a traditional 11 a.m. service rather than switch to the blended service that many churches now offer;
• The lack of understanding that the 11 a.m. worshipers have for the 8:30 a.m. service;
• The confusion that results when the 8:30 a.m. service is canceled for holidays and the joint services;
• The need to further refine the 10:55 service in terms of its goals and its schedule;
• The low attendance in the 11 a.m. service; and
• The lack of a full-time music minister.

Recommendations:

• Teach a series of classes on Wednesday nights that explore the subject of worship;
• Encourage all members to occasionally attend a different service than the one they usually attend;
• Rotate the joint service so it isn't always at 11 a.m.;
• Better define the 10:55 a.m. service – decide if it is for college students. If it is open to everyone, then it should occur year-round and invite everyone to attend the lunch that follows;
• Consider holding the lunch once a month instead of every week;
• Strive to have a music program of the highest quality because it often is the distinctive element that attracts new members; and
• Refrain from adding any new services. Rather, focus should be kept on making existing services the best they can be.

CONCLUSION

            Calvary Baptist Church is strong, growing and vibrant with a membership committed to serving God and spreading the Good News of Jesus Christ. At the same time, though, a strategic plan is, inherently, about looking forward, asking tough questions and pondering God's call for our lives as individuals and as a church family.

            Throughout its more than 100 years in Lexington, Calvary Baptist has always been willing to do that, whether in its pivotal decision to remain downtown when others were leaving the city or in its path-breaking course to ordain women and reach out to communities and people regardless of circumstance or background.

            The past 15 years, since the church's last strategic planning document, have been a time of unprecedented growth and change at Calvary. This three-year strategic plan attempts to look at what the church already is doing and make recommendations for refinement and improvement. At the same time, it contemplates how we can increase our commitment to reaching outside the four walls of a building into a community that needs to hear the words of Christ and feel the embrace and love of a church responsive to Jesus' teaching that we love our neighbors as ourselves.

            After all, most of Christ's ministry – and that of his followers – was spent outside of a church. It was a ministry focused on communities, and in homes, towns and villages. And it was centered among those in need, without hope and without the knowledge of God's love.

            In 1992, the strategic planning team urged the church to pick up the banner of a "New Testament Church in downtown Lexington" and be willing to "dream anew and to work to make those dreams come true." Our church was willing then and, we believe, is willing now, to continue to carry that banner forward into a community and world that needs the Good News now more than ever.