Strategic Planning Report

for the

Talbot Park Baptist Church

Norfolk, Virginia

Fall, 2002

Acknowledgement The Strategic Planning Committee was elected to service by the Talbot Park Baptist Church congregation in the Summer of 2001. Over the 12 month period that we met we gradually abandoned the constraints of traditional strategic planning protocols and embraced the singular goal and inexpressible freedom of seeking only to see where God might be leading His church. Many were the times as we met around the planning table that we realized God had just revealed something to us, and it often took several moments for the full magnificence of the revelation to sink in. Personal testimonies of new insights, new understandings, and seeing clearly what previously had been unclear became regular occurrences. Planning committee meetings often took on a character of worship and even revival as much as or even more than administration. While it is true that pursuing any project of this nature for an extended period of time is demanding, not just on the committee members but also on our families, it is equally true that for the faithful servant there is great reward. The blessings of having been active participants in this project are indescribable and precious. With grateful hearts, we acknowledge the privilege of having served in this capacity, and we thank the church for its prayer support and encouragement throughout this endeavor. The Strategic Planning Committee included the following members: Ms. Karen Bohrer Ms. Alma McMath Ms. Dana Costas Dr. Bill Payne Ms. Cathy Craft Dr. Ray Pentecost III Ms. Lydia Gross Mr. Bill Smith Mr. John Hoy Mr. Clifton Stowe Mr. Frank Jackson Mr. Dick Turner

Ex Officio members included:

Dr. Tim Dixon, Pastor Rev. Rob Edwards, Associate Minister for Youth and Missions

Rev. Heidi Oberdick, Associate Minister for Music

TABLE OF CONTENTS Acknowledgements Table of Contents A Word from the Pastor Perspective of the Facilitator The Strategic Planning Process Introduction to Talbot Park Baptist Church Review of the most recent Strategic Plan Mission Statement Vision and Values Summaries Role Statement General Strategy Opportunities Action Plans Appendix A: Situation Analysis: Analysis of External and Internal issues Appendix B: Threats and Opportunities: Key Issues for plan development Appendix C: Stewardship Information

A Word from the Pastor There is a litany of promise that runs throughout Scripture, and that promise is that God will be with those He calls to His service. To Abraham: "...I will make of you a great nation, and I will bless you and make

your name great, so that you will be a blessing." (Genesis 12:2) To Moses: God said, "But I will be with you, and this shall be the sign for you,

that I have sent you: when you have brought forth the people out of Egypt, you shall serve God upon this mountain." (Exodus 3:12)

To Joshua: "Have I not commanded you? Be strong and of good courage; be

not frightened, neither be dismayed; for the Lord your God is with you wherever you go." (Joshua 1:9)

To Gideon: "But I will be with you and you shall smite the Midianites as one

man." (Judges 6:16) To Christ's disciples: "...Lo, I am with you always, even unto the end of the

world." (Matthew 28:20) This entire report, indeed the whole Strategic Planning undertaking, is built upon God's promise to be with us, His people. Indeed, it would be sheer audacity to think that we could undertake something as ambitious and demanding as the action plans outlined in this report with only our own strength and wisdom and resources. This is God's work and God's doing. He has led us through the process and He has been present throughout. When our strength flagged and our energy waned, God gave us the inner resources to keep going. This report, as is expressed many times in its text, is a record of where we have been led to see God already at work, and He has invited us to join Him in building His kingdom among us. On your behalf, I want to express deep appreciation to each of the remarkable women and men who comprised the Strategic Planning Committee. They invested more hours than can be counted in this demanding but wonderfully satisfying task. No word of thanks could be complete, however, without expressing for the committee all of our immense gratitude to A. Ray Pentecost, III for his inspiring and wise leadership of the process at every point. The Lord used Ray as His instrument to guide us in bringing to our church this report with all of its opportunities and dreams for our future. We praise God for that. HTD

Perspective of the Facilitator Each strategic planning project has a life of its own. No two projects are alike. Such is the nature of planning, especially strategic planning, in which the unique features of an organization and the unique situation in which it is found are compared and contrasted in a dance of possibilities. Like children moving alphabet cards around trying to form words or artists carefully adjusting pieces of tile to define the image in a mosaic, strategic planners move around ideas seeking to form, or at least discern, something worthy of being called a mission or a vision. Secular planning can become a very manipulative exercise in a way, with planners exerting their influence on what is studied, how it is analyzed, and how the findings are used creatively. Plans often reflect the planning committees to an unfair, and sometimes unhealthy degree. In churches this can become divisive, pitting the plan of the committee against the ideas of the rest of the church. Church planning requires a very different mindset. The church planning committee must consciously NOT seek to develop its own vision, but rather must only seek to discover God's vision for that church. Once the church senses the leadership of God in its future, the planning process becomes very simply a matter of the church uniting behind God's plan and deciding how to join Him in His work. For most persons and perhaps most churches, this is largely an unnatural act. It means that the members of the planning committee must shed personal biases, discard hidden agendas, forsake the temptingly familiar and disregard the politically correct. It means being less of an analyst and more of an observer, dedicated to prayer, asking God to reveal Himself. It means seeing every development in the church through the query of what God's purpose in it might be. And it means experiencing God in a way that is purely and simply miraculous. When one sees amazing things happen in the life of the church, miracles, things the world would typically call "coincidence", and as one realizes that these things are the Hand of God moving specifically, directly, and deliberately in the life of the church to effect His will, one's life is forever changed. And ours were. We have experienced enlightenment about God's work in our church that can only be described as "revealed" from Him to us. We have known the intensity and the resulting freedom of looking to see where God is working, rather than laboring to invent programs and then hoping that God would bless them. The good news is, God is working at Talbot Park Baptist Church in a mighty way. With this plan we have done our best to document where He is at work, and describe ways in which we can join Him there. A. Ray Pentecost III, Facilitator

The Strategic Planning Process The Talbot Park Baptist Church strategic planning experience was, predictably, a hybrid of planning approaches. It drew from the secular experience of organizations with long histories of plan development and integrated some of the latest church visions to arrive ultimately at an approach that was uniquely its own. Overall, there was an intense desire to develop a strategy that reflected God's plan for Talbot Park Baptist Church. The determination to remain faithful to this goal only grew as the magnitude of the responsibility and accountability of being on a planning team became clearer to participants. Phase 1: Organizational At first the strategic planning committee struggled to get comfortable with the responsibility of developing a strategic plan, a task with which many on the committee had never been involved. To that end the committee reviewed traditional plan elements, methodologies and structures and developed a common vocabulary. Further, it began the process of considering the global issues of a strategy, such as stating clearly the church's "mission", "role", "vision" or "values" statements. Appropriately, these questions went unanswered until late in the planning process when the committee began to see what God wanted the answers to be. Phase 2: Data Analysis at tree-top level Believing that God's will for the church would be evident in an analysis of relevant data impacting the church, its community and its ministries, the planning committee undertook some fairly traditional data investigations. Generally these fell into one of two categories: External analysis or Internal analysis. For example, in the external analysis the committee looked at a variety of environmental and demographic issues that might affect the church. Internal factors that the committee reviewed included various aspects of the church facilities, staffing, lay leadership and finances. In each of these areas of study, findings were classified as Opportunities or Threats for external factors, and Strengths or Weaknesses for internal factors. A summary of those issues is included in Appendix A. Findings that were considered particularly significant, or at least potentially significant, are underlined. Phase 3: Review of findings at 40,000 feet In a watershed planning session the committee posted on the walls of a church classroom the findings of the previous phase, each individually recorded on a note card. The experience was life changing for the participants. As those cards were posted on the walls, like tiles being arranged in a mosaic, they began to reveal patterns which could only be viewed as the Hand of God miraculously showing the committee where He was already working. Some cards contained information that was critical to understanding the work of God, and those were identified as Key Issues.

Phase 4: The Key Issues The Key Issues, shown in Appendix B, became markers for the committee, calling attention to issues and developments that seemed to be shaping where God might already be working. From this point forward the committee became very focussed on discerning those things into which it sensed the church was being invited to join God. From a universe of possibilities, the committee began to focus its attention. Phase 5: Plan Development The committee membership was assigned to one of five working groups, each responsible for one of the five areas of plan development. These are more fully described in the section entitled: "General Strategy". 1) Worship and Arts Ministries 2) Evangelism and Missions Ministries 3) Discipleship and Leadership Development Ministries 4) Fellowship and Nurture Ministries 5) Service and Support Ministries Plan suggestions and recommendations are all classified into one of these five areas. Each recommendation comes complete with a set of evaluative criteria so that progress in each area can be adequately monitored. Phase 6: Plan Implementation The intent is for the strategic planning committee to continue to function as this current plan is implemented. Several continuing functions are contemplated, including: 1. Become the Strategic Leadership Team Council to whom the Pastor, church division leadership, church committees and individual church members can make recommendations for worthwhile projects, programs, needs and ideas. 2. Advise and work with the Pastor to establish a multi-year plan for the church to be revised, updated and published at least every two-three years (or more often as needed), thereby maintaining a multi-year planning horizon. 3. Establish a process by which projects, programs, needs and any ideas affecting the direction, operation and growth of the church can be evaluated for their strategic, financial and logistical impacts on the current plan. 4. Advise and assist the Finance Committee as it establishes its budgets and other financial documents supporting the church strategic plan. 5. Advise and assist the Nominating Committee as it seeks committee membership and leadership that understand the strategic importance of each committee and are willing and able to contribute to the achievement of those goals. 6. Monitor the effectiveness of the implementation of the current strategic plan in achieving the milestones identified in its objectives and action plans.

Introduction to Talbot Park Baptist Church In the Fall of 1940 the Norfolk Baptist Council, believing they were led of God and acting in faith and obedience, purchased a small tract of land on Sinclair Street one half block off Granby Street in a growing, yet still sparsely populated subdivision called Talbot Park. By the Spring of 1943 the world was at war, but on May 23 of that year, sensing God's call, a group of 96 individuals met at Granby High School to imagine what God could do, and Talbot Park Baptist Church was born. In those difficult war years it was necessary to acquire from Congress the "priority" to build a church. Two individuals were sent to Congress to get the necessary approval and on October 10, 1943 construction began. Despite scarce materials, the first church building, now known as the Chapel, was completed in July, 1944. By 1948 the church had established a parsonage and had purchased the entire city block on which the current facilities are located. In 1953 construction began on what is now the sanctuary, and in 1961 the education buildings were completed. In 1969 the magnificent 32-rank Moehler pipe organ was installed in the sanctuary. In 2000 the sanctuary underwent remodeling and was rededicated in the Spring of 2001. The history of pastoral leadership for the church is as follows: October 1943 - October 1947: Pastor John A. Wilcox October 1947 - August 1954: Pastor Fred T. Laughon, Jr. February 1955 - May 15, 1971: Pastor Ernest L. Honts March 1972 - November 1972: Assistant Pastor, Edward A. Inabinet November 1972 - July 1986: Pastor Eslie R. Phillips October 1987 - Present: Pastor Tim Dixon The current strategic planning effort was commissioned when Pastor Dixon sensed the fresh and undeniable movement of the Spirit of God in the members of the church. Believing that God was preparing to unveil His will for this church the planning project was announced in the Spring of 2001 and the first meeting of the planning committee occurred in the Fall of 2001. Talbot Park Baptist Church began as a neighborhood church, and grew to have city-wide influence. While maintaining it local leadership role, it now prepares to enter its next phase of ministry growth with: New technology, including laptop personal computers for staff, cellular

communications and the Internet with a Talbot Park website; Recent church staff additions bringing new expertises to the church ministry; The best financial condition in the church's recent history; and, Facilities, including a new elevator, now ready to support growing ministries. The best is yet to come.

Review of the Most Recent Strategic Plan The most recent long range or strategic plan for Talbot Park Baptist Church was done in 1983 and was somewhat distant from current operations. Nevertheless the planning team was committed to spending some time to review it and understand ways to improve on both the process and product of the current planning effort. The merits of the earlier effort were acknowledged, as the church stands today on the labor of those who have gone before. From the review of the previous church plan the following emerged as points of focus for the current planning team: 1) The strategic plan needs to reflect the voice and heart of the congregation at large. 2) The strategic plan must have tracking and accountability mechanisms built into it so

that progress in each action plan area can be monitored. 3) The strategic plan team must conduct traditional data analyses and recognize them

as an important aspect of any planning effort, but it must recognize the findings as primarily useful in discovering where God is working in the church.

4) The strategic plan must be responsive to what the planning committee observes God

doing, and offer ways for the church to join Him in His work.

Mission Statement Talbot Park Baptist Church helps people to personally, and as part of a church family, come to know and experience God through a relationship with His Son, Jesus Christ that is loving, satisfying, fulfilling and exciting. One of the hallmarks of a good Mission Statement is brevity. It should not attempt to explain the entire operating and ministry philosophy of the church, but rather should simply provide an umbrella under which the specifics of the ministry palette can comfortably fit. Another hallmark is that it should be easy to understand, and more importantly, easy to remember. Ideally everyone in the church from the older children through the senior adults should be able to recite the church Mission Statement at a moment's notice, since that is the central driving principle in all that the church undertakes. Further, it should shape the behavior and attitudes of the church membership in all situations. For example, it should give focus to the warm greeting to a visitor to the Sunday School on Sunday morning. It should temper the attitude of church members sitting next to a stranger in the pew in Sunday worship. It should provide impetus in conversations with persons lost to Christ, as well as a sense of purpose in telling other believers about the ministry and training opportunities in the church. A Mission Statement becomes the measuring stick against which all program development is gauged. Its fulfillment is the barometer of the effectiveness of church activities. It becomes the roadmap of staff recruitment and development and the guiding light of Deacons seeking how and whom to serve. In an extension from the "corporate" to the "individual" the church Mission Statement becomes the personal Mission Statement for its members. As church members participate in church activities, the Mission Statement serves as the creed for individual action. As they move beyond the church into encounters of personal testimony or personal evangelism, the church Mission Statement offers one point of reference for what is said and done in the name of Christ. Because of the deep and personal relationship between the church member and the other church members known collectively as the church body, a Mission Statement brings a sense of coordination and shared perspective to a congregation as nothing else can.

Vision Summary We seek to be a church that glorifies Jesus Christ by: Giving to the work of the Lord our tithes and our gifts; Growing as believers into all that He would have us be; Appealing to a broad spectrum of people seeking a deeper walk with the Lord; Teaching diligently and learning carefully God's Word; Praying faithfully and without ceasing; Daring to step out in faith, believing; Connecting to each other and to the community in which we have been placed; Loving each individual to whom it is our privilege to minister; Welcoming all who seek a church home in which to grow and serve; Supporting each other in all circumstances and at all times; Caring for each other in every need and with joyful hearts; Worshipping the living God, our heavenly Father, in the Spirit of Truth; Experiencing God in every aspect of its ministry; and, Discipling every believer, equipping each of them for the work of service, for the building up of the body of Christ.

Values Summary We are a church that values: Worship as the heart of all that we do, bringing glory to God; God's Word, as captured in the Holy Bible, is the record of God's revelation of Himself to humanity and is absolutely trustworthy in all matters of spiritual life; A personal relationship with God for each individual believer, the priesthood of the believer; The worth of the individual; Personal involvement in ministry by every believer; Spiritual gifts as essential empowering elements in the work of the church; Prayer in the life of every believer; Appropriate innovation, embracing newness when it brings improvement and shunning it when it is done solely for the sake of newness. "New" does not always mean "good" any more than "traditional" always means "bad." Personal growth, believing that each believer is called to grow in all aspects into Him who is the head, even Christ Jesus; Excellence in all that we undertake; Music as an important element of individual and corporate worship; Ecumenism, being mindful of the ministry of the greater church, even when that ministry occurs outside our church, and even outside our denomination. Unity, since that is one of the best ways for the world to know that God the Father sent Jesus, His Son, our Christ. The Holy Spirit, the enabler of Christian ministries, our intercessor with the heavenly Father. Our Baptist heritage, choosing to align ourselves theologically with the doctrines which shaped our forbearers in the historic Baptist tradition.

Role Statement Talbot Park Baptist Church will be to its membership a full service church offering programming and training in all of the traditional church areas. It will continue its emphasis on age-sensitive ministries, and increase its program offerings in gender-based ministries. It will seek to empower and involve its membership in the worship services as well as in Bible studies and ministry training classes. It will maintain the facilities and equipment of the church in a way that is supportive of the ministries undertaken by its members. Talbot Park Baptist Church will be to its neighborhood the source of the finest day care and pre-school ministry available. It will seek to be a resource and support for the growing Young Life ministry at Granby High School and to others who attend there. It will seek to provide relevant and attractive programming and teaching to young families who have children. To area seniors it will seek to be a source of companionship and support through quality programming and ministry. To other church organizations in the neighborhood it will continue to be supportive and cooperative of Kingdom building activities that glorify God and offer fellowship opportunities in the body of believers. Talbot Park Baptist Church will be to the Norfolk Baptist Association a "center of excellence" in the matter of discipleship. It will seek to build a ministry of teacher training and discipleship opportunities that offer balanced education and training formats that are exemplary and highly effective. Further, it will seek to share this experience with area churches and to assist them in the development and customization of their own discipleship ministries. Talbot Park Baptist Church will be committed to Kingdom building activities, as opposed to those which focus primarily on growing the local church itself. It will seek to build a ministry to military families that emphasizes and celebrates their short time with the local church and which equips them to leave the area and be church builders and missionaries at their next tour of duty. It will explore building an ongoing ministry with the Komi Republic in the Soviet Union through the church located in Syktyvkar by sending mission teams to work on various ministry activities there. It will explore developing ministries with church alliances. In all of these things the church will expand and enhance its technical capabilities, principally through the Internet, to allow it to support ministry anywhere in the world once the local church facility has served as a training base from which to launch these mission activities. Through all of these initiatives Talbot Park Baptist Church seeks to offer its members the opportunity to grow to be fully equipped for whatever ministry God has for them, and the to serve in a variety of roles that fully reflect the spiritual gifts God has given them.

General Strategy To help organize the strategic plan for Talbot Park Baptist Church to satisfy its Mission Statement, all planning activities were clustered according to one of the three basic dimensions of the faith as outlined by Paul: But I thought it necessary to send to you Epaphroditus, my brother and fellow worker and fellow soldier, who is also your messenger and minister to my need; (NAS) .....Philippians 2:25 In the above passage Paul identifies Epaphroditus in three roles, each of which suggests one of the aspects of a well-rounded church ministry: my brother: the community of Christ, which is a reference to the body of Christ,

believers, the congregation, all brothers and sisters in Christ. fellow worker: the corporate aspects of the church, including stewardship of the

blessings of God, church administration, church program management. fellow soldier: the cause of the Gospel of Jesus Christ, taken broadly to include

evangelism, missions, preaching and teaching for the purpose of reaching the lost with the Gospel of Christ.

Additional delineation was necessary to adequately differentiate the specifics of the plan. Under the category "Cause" two kinds of activities are noted: 1) Worship and Arts Ministries 2) Outreach and Evangelism Ministries Under the category "Community" two kinds of activities are noted: 3) Discipleship and Leadership Development Ministries 4) Fellowship and Nurture Ministries The "Corporate" category was simply further characterized as: 5) Service and Support Ministries All Recommended Actions in this plan are listed in one of the above noted five categories of activities.

Opportunities The opportunities that the planning committee believes are before the church are here listed by the three clusters and in the five specific opportunity areas noted earlier in the preceding General Strategy section. THE CAUSE OF CHRIST Worship and Arts Ministries W1) Create worship experiences that inspire and invite participation from lay

people, not just the staff ministers. W2) Create worship experiences that are innovative in format without being

disruptive. W3) Create worship experiences that are age sensitive and responsive to

special worship service needs. W4) Organize a prayer ministry that supports the total ministry of the church. Evangelism and Missions Ministries M1) Raise the awareness and involvement of church members in the areas of

evangelism and missions. M2) Lead the church into a greater role in local area missions. M3) Lead the church into a greater sense of participation in building the

Kingdom of God versus church building by celebrating our role with the broader Christian community.

M4) Raise the priority of missions in the church budgeting and planning. THE COMMUNITY OF CHRIST Discipleship and Leadership Development Ministries D1) Equip the saints for the work of service by preparing them in the various

areas of discipleship excellence. D2) Make discipleship training available to more individuals. D3) Recognize and address the special needs of teachers in the church.

Fellowship and Nurture Ministries F1) Enable the congregation to experience a richer walk with Christ. F2) Assimilate visitors and new members more effectively into the activities of

the church. F3) Minister more effectively to the members of the congregation ministering

individually to them and their families. F4) Minister to the inactive members of our congregation. THE CORPORATE STEWARDSHIP IN CHRIST Service and Support Ministries S1) Be good stewards of the church property, grounds and infrastructure so

that they might be fully utilized in God's work. S2) Be good stewards of the church financial resources so that they might be

fully utilized in God's work. S3) Ensure that the church is properly staffed for the things God is calling it to

do. For details in each of these areas, please see the collected "Action Plans" in which the details of committee recommendations are noted. The full listing of Opportunities, Goals and Action Plans follow immediately after this section. Also included are lists of some of the evaluation criteria that will be used to track the progress on each of the recommendations.

THE CAUSE OF CHRIST Worship and Arts Ministries (W) Opportunity W1: Create worship experiences that inspire and invite

participation from lay people, not just the staff ministers.

Goal W1a: Increase the involvement of lay people as worship leaders. Action Plan W1a.1Enlist involved lay people to make announcements, perhaps

with one person/ week promoting a featured activity. Responsible: Pastor Beginning date: October 1, 2002 Ending date: December 31, 2005 Action Plan W1a.2 Enlist/ train lay people to serve as readers for Sunday and

for special occasions. Responsible: Pastor Enlistment date: Begin enlisting individuals on September 15, 2002. Responsible: Alma McMath (for training) Training date: Begin training individuals on October 15, 2002. Ending date: December 31, 2005 Action Plan W1a.3 Enlist lay people to assist Deacons with the worship

experience (collections, greeters, other). Responsible: Colon McMath, 11 AM service, special occasions John Brownie, 8:30 AM service Beginning date: October 1, 2002 Ending date: December 31, 2005 Action Plan W1a.4 Distribute more equitably the workload for children's care,

nursery and extended session by having all parents using the programs serve in that area (ie. 1 Sunday per quarter).

Responsible: Head of nursery services, with the Childcare

Committee Beginning date: October 1, 2002 Ending date: December 31, 2002 to have plan outlined Beginning date: January 1, 2003 to implement new plan Ending date: December 31, 2005 Evaluation: Track the number of lay people serving Review effectiveness every 3 months by worship committee, ministers Design of new program for childcare staffing Implementation of new program for childcare staffing

Opportunity W2: Create worship experiences that are innovative in format without being disruptive.

Goal W2a: Continue the use of new and innovative expressions of worship in our

services while preserving at least 25 minutes for the preaching of God's Word.

Action Plan W2a.1 Adopt a slightly revised schedule for Sunday morning: 8:30 AM - 9:15 AM: Early worship 9:30 AM - 10:30 AM: Bible Study 11:00 - Noon: Late worship (special events/ music/

baptism could warrant an earlier start) Responsible: Pastor and Sunday School Superintendent Beginning date: October 1, 2002 Ending date: December 31, 2005 Action Plan W2a.2 Assign responsibility for "monitoring the clock" for the late

worship service. Important time elements are as follows: 1) Have the choir ready to enter loft 2) Have the Deacons ready to enter sanctuary 3) Length of children's sermon 4) Length of announcements Responsible: Pastor, Minister of Music Beginning date: October 1, 2002 Ending date: December 31, 2005 Action Plan W2a.3 Continue to have Praise Team participation in worship. Responsible: Minister of Music Beginning date: Ongoing Ending date: December 31, 2005 Action Plan W2a.4 Introduce innovative elements (drama/ multi-media/ other)

into worship as appropriate. Responsible: Pastor, Alma McMath Beginning date: October 1, 2002 Ending date: December 31, 2005 Evaluation: Clarify and assign responsibilities Review effectiveness every 3 months by worship committee, ministers Establishment of the new Sunday morning schedule

Opportunity W3: Create worship experiences that are age sensitive and responsive to special worship service needs.

Goal W3a: Create a worship service Wednesday night for youth. Action Plan W3a.1 Create a Wednesday night student led worship service. Responsible: Minister to Youth Beginning date: Ongoing Ending date: December 31, 2005 Action Plan W3a.2 Develop training for students serving as worship leaders. Responsible: Minister to Youth Beginning date: Ongoing Ending date: December 31, 2005 Action Plan W3a.3 Recruit adults to help students learn to lead in worship. Responsible: Minister to Youth Beginning date: Ongoing Ending date: December 31, 2005 Action Plan W3a.4 Assemble students to lead Wednesday night service. Responsible: Minister to Youth Beginning date: October 1, 2002 Ending date: December 31, 2005 Goal W3b: Investigate starting a children's worship service Sunday morning. Action Plan W3b.1 Formally create a Children's Ministry Committee. Responsible: Pastor Beginning date: First reading of the proposal, July 28 church business

meeting Ending date: Second reading, October church business meeting Action Plan W3b.2 Investigate development of a children's worship service by

organizing an information gathering effort. Responsible: Children's Ministry Coordinator Beginning date: October 1, 2002 Ending date: October 31, 2002 to name a coordinator Ending date: March 31, 2003 report to Strategic Planning Com. Evaluation: Begin holding the Wednesday night worship service for youth Establish youth leadership training and organize leadership team Organize the children's ministry committee Review effectiveness every 3 months by worship committee, ministers

Opportunity W4: Organize a prayer ministry that supports the total ministry of the church.

Goal W4a: Create an opportunity for all church members to participate actively in

support of the worship experience. Action Plan W4a.1 Designate a Prayer Ministry Coordinator. Responsible: Pastor Beginning date: October 1, 2002 Ending date: October 31, 2002 to designate a coordinator Ending date: December 31, 2002 to have initial workers Action Plan W4a.2 Build an initial menu of prayer ministry opportunities. Responsible: Prayer Ministry Coordinator Beginning date: January 1, 2003 Ending date: February 28, 2003 to organize the ministry Action Plan W4a.3 Design education/ training programs to support proposed

prayer ministry opportunities. Responsible: Prayer Ministry Coordinator Beginning date: March 1, 2003 Ending date: May 31, 2003 to have initial training available Ending date: December 31, 2005 Action Plan W4a.4 Formally launch the prayer ministry. Responsible: Prayer Ministry Coordinator Beginning date: June 1, 2003 Ending date: December 31, 2005 Evaluation: Appoint a prayer ministry coordinator Organize ministry training opportunities Launch a prayer ministry Review effectiveness every 3 months by worship committee, ministers

Evangelism and Missions Ministries (M) Opportunity M1: Raise the awareness and involvement of church members in

the areas of evangelism and missions. Goal M1a: Make age-sensitive missions training and service opportunities available

throughout the church. Action Plan M1a.1 Continue the programming in Mission Friends, GA's,

Acteens, WOM and WMU. Responsible: Missions Minister Beginning date: Ongoing Ending date: December 31, 2005 Action Plan M1a.2 Develop Royal Ambassador programming for male children

and Challenger programming for male teens. Responsible: Missions Minister Beginning date: October 1, 2002 Ending date: December 31, 2005 Action Plan M1a.3 Convene an annual Missions Conference Fair to inform

church members re. coming mission opportunities. Responsible: Missions Minister Beginning date: October 18-20 Ending date: December 31, 2005 Action Plan M1a.4 Offer classes using material such as Henry Blackaby's, "On

Mission with God" and encouraging all church adults to participate.

Responsible: Missions Minister, Pastor Beginning date: Mid-September, 2002 Ending date: December 31, 2005 offered annually at a minimum Action Plan M1a.5 Offer training in witnessing, sharing one's personal faith. Responsible: Missions Minister, Pastor Beginning date: October 1, 2002 to prepare the plan Beginning date: January 1, 2003 to begin offering training Ending date: December 31, 2005 Evaluation: Establish new programs Track participation in programs Hold the annual missions fairs Track membership involvement in missions projects

Opportunity M2: Lead the church into a greater role in local area missions. Goal M2a: Offer more opportunities for the congregation to participate in local

mission activities. Action Plan M2a.1 Continue participating in the N.E.S.T. and other local

missions programs (ie. soup kitchen). Responsible: Missions Minister Beginning date: Ongoing Ending date: December 31, 2005 Action Plan M2a.2 Establish a database of local resources that are involved in

missions/ service related activities. Responsible: Missions Minister Beginning date: October 1, 2002 to conduct the inventory Beginning date: Begin acting on the results of the inventory Ending date: December 31, 2005 Action Plan M2a.3 Design and implement a youth campus missionaries

program on area campuses. Responsible: Missions Minister Beginning date: October 1, 2002 for ongoing program development Beginning date: January 1, 2003 for direct campus programming and

impact Ending date: December 31, 2005 Goal M2b: Increase the area's awareness of church ministries to the community. Action Plan M2b.1 Organize the Communications Council. Responsible: Pastor Beginning date: October 1, 2002 Ending date: October 31, 2002 to designate a council leader Ending date: December 31, 2002 to have initial membership Ending date: March 31, 2003 to draft council mission guidelines Action Plan M2b.2 Use local media to increase community awareness of

missions/ service projects. Responsible: Missions Minister Beginning date: April 1, 2003 Ending date: December 31, 2005 Evaluation: Track number of volunteers in area missions projects Establish Communications Council Develop missions database Track occasions of publicity for missions-related projects

Opportunity M3: Lead the church into a greater sense of participation in building the Kingdom of God versus church building by celebrating our role with the broader Christian community.

Goal M3a: Understand more fully and minister to the needs of families and

individuals passing through our community. Action Plan M3a.1 Organize the Military Ministry Council. Responsible: Pastor Beginning date: October 1, 2002 Ending date: October 31, 2002 to designate a council leader Ending date: December 31, 2002 to have initial membership Ending date: March 31, 2003 to draft council mission guidelines Action Plan M3a.2 Conduct a full assessment of the needs of the military

population that our congregation could meet (ie. child care, pre-school, counseling, prayer support, deployment Bible study support, etc.).

Responsible: Military Ministry Council coordinator with the Minister

of Missions & Discipleship Ministry Council Beginning date: April 1, 2003 to conduct the assessment Beginning date: July 1, 2003 to begin organized military ministry Ending date: December 31, 2005 Action Plan M3a.3 Design and implement a discipleship program for the

Tidewater military population that addresses their needs while in Tidewater but also invites them to be Kingdom builders as leave the area (ie. web based resources, teaching aids, Bible study guides, etc.).

Responsible: Discipleship Ministry Team, with the military ministry

coordinator Beginning date: March 1, 2003 to design the program Beginning date: June 1, 2003 to implement the program Ending date: December 31, 2005 Action Plan M3a.4 Conduct a full assessment of the needs of the neighborhood

population that our congregation might be able to address (ie. child care, pre-school, counseling, prayer support, etc.).

Responsible: Minister of Missions and the Discipleship Ministry

Council Beginning date: October 1, 2002 Ending date: March 31, 2003 report ministry recommendations

Opportunity M3: Lead the church into a greater sense of participation in building the Kingdom of God versus church building by celebrating our role with the broader Christian community.- continued

Goal M3b: Pursue strategic missions partnerships. Action Plan M3b.1 Rename "Local Mission Reserve": "TPBC Mission Fund". Responsible: Pastor with the Finance Committee Ending date: October business meeting Action Plan M3b.2 Conduct a full assessment of the needs of the Syktyvkar

congregation for church and orphanage projects. Responsible: Minister of Missions Beginning date: October 1, 2002 (Trip: Oct. 23-Nov. 1, 2002) Ending date: December 31, 2002 report with recommendations Action Plan M3b.3 Continue to financially support Pastor Oleg (Syktyvkar) for two

years to enable him to be full time in church planting activity in Komi.

Responsible: Minister of Missions Beginning date: Ongoing since September 1, 2002 Ending date: August 1, 2004 Action Plan M3b.4 Plan joint activities with Temple Beth Messiah (ie. Easter

Seder, conversational Russian class for Komi trip). Responsible: Minister of Missions, with the leadership of the men's

and women's ministries Beginning date: Ongoing since Spring, 2002 Ending date: December 31, 2005 Action Plan M3b.5 Pursue relationships with emerging local church coalitions

for purposes of effecting coalition ministries. Responsible: Minister of Missions Beginning date: Ongoing Ending date: December 31, 2005 Action Plan M3b.6 Offer the chapel at 11 AM Sunday to young churches. Responsible: Pastor Beginning date: Ongoing Ending date: December 31, 2005

Opportunity M3: Lead the church into a greater sense of participation in

building the Kingdom of God versus church building by celebrating our role with the broader Christian community.- continued

Goal M3c: Study expanding the preschool and daycare programs of the church as a

mission opportunity to the local community for Fall, 2003. Action Plan M3c.1 Develop a detailed plan for the expansion of the current

programming, including market demand, financial analysis and facility impact.

Responsible: Preschool Director, with the Minister of Missions,

Finance Committee and Premises Committee Beginning date: Ongoing analysis Ending date: December 31, 2002 to complete study Beginning date: Fall 2003 to offer expanded services if justified Evaluation: Appointment of the Military Ministry coordinator Launch of military ministry Assessment of neighborhood needs assessment Plan for the expansion of day care services Track special events with missions emphasis

Opportunity M4: Raise the priority of missions in the church budgeting and

planning. Goal M4a: Increasing financial support to missions planning and programming. Action Plan M4a.1 Recommend increasing the percentage of collections

designated for the Local Missions Reserve. Responsible: Minister of Missions, with Missions Development

Committee and Finance Committee Beginning date: October business meeting Action Plan M4a.2 Recommend creating a line in the 2003 Church budget for

church-wide Missions Education materials and expenses.

Responsible: Minister of Missions, with Missions Development

Committee and Finance Committee Beginning date: October business meeting Action Plan M4a.3 Study the possibility of consolidating the Lottie Moon

Christmas Offering (IMB), Annie Armstrong Easter Offering (NAMB) and Global Missions Offering (CBF) in one World Missions Offering (without hurting the NBA associational missions giving or the Alma Hunt State Missions offering).

Responsible: Minister of Missions, with Missions Development

Committee and Finance Committee Beginning date: October 1, 2002 Ending date: December 31, 2002 with recommendation for January

business meeting Evaluation: Changes to the church budget format Recommendation to the church on consolidated missions offering Financial support to missions activities

THE COMMUNITY OF CHRIST Discipleship and Leadership Development Ministries (D) Opportunity D1: Equip the saints for the work of service by preparing them in

various areas of discipleship excellence. Goal D1a: To help saints learn to function in the unity of the faith. Action Plan D1a.1 Create the Discipleship Ministry Council. Responsible: Pastor, with Sunday School Director and Discipleship

Ministry Director Beginning date: October 1, 2002 Ending date: December 31, 2005 to have initial membership Ending date: March 31, 2003 to draft council mission guidelines Action Plan D1a.2 Emphasize the unity of the immediate church body by

establishing special events designed to inform church staff, committee members, task force participants, Deacons and others in leadership positions in the church about functioning in the unity of the faith.

Responsible: Discipleship Ministry Council Beginning date: October 1, 2002 Ending date: June 30, 2003 for all key church leadership to have

been exposed to this material Ending date: December 31, 2005 Action Plan D1a.3 Emphasize the unity of the faith in the family by publicizing

the local professional family counseling services. Responsible: Discipleship Ministry Council Beginning date: October 1, 2002 Ending date: December 31, 2002 to have professional services

identified and publicized Ending date: December 31, 2005 Action Plan D1a:4 Raise the awareness of the priority of the unity of the faith in

the Norfolk Baptist Association by organizing/ hosting an association meeting on the topic of "Functioning in the unity of the faith."

Responsible: Discipleship Ministry Council Beginning date: October 1, 2002 Ending date: June 30, 2003 as the latest date for the first

conference to be held, recurring annually Ending date: December 31, 2005

Opportunity D1: Equip the saints for the work of service by preparing them in various areas of discipleship excellence. - continued

Goal D1b: To help the saints grow in their knowledge and understanding of the Son

of God and His Word. Action Plan D1b.1 Determine where and what knowledge deficits exist among

the Talbot Park congregation, including awareness and understanding of spiritual gifts.

Responsible: Discipleship Ministry Council, with Sunday School

Director Beginning date: October 1, 2002 Ending date: December 31, 2002 to complete the inventory Beginning date: January 1, 2003 begin offering quarterly spiritual gifts

seminars that include a gifts inventory and seminars on using the gifts in the church

Ending date: December 31, 2005 Action Plan D1b.2 Develop a standardized calendar of special learning

opportunity time frames in which special classes and/ or special events would be offered.

Responsible: Discipleship Ministry Council, with Sunday School

Director Beginning date: October 1, 2002 Ending date: November 30, 2002 Action Plan D1b.3 Provide age sensitive learning opportunities to address

spiritual knowledge deficits, including both Biblical and topical content, utilizing a variety of formats, including classes, seminars, retreats, and other off-site events for 2003.

Responsible: Discipleship Ministry Council, with Sunday School

Director Beginning date: January 1, 2003 to begin offering the special

discipleship training classes Ending date: December 31, 2005 Action Plan D1b.4 Plan a calendar of special learning/ discipleship

opportunities, which includes special classes and/ or special events, with adequate advance publicity.

Responsible: Discipleship Ministry Council, with Sunday School

Director Beginning date: October 1, 2002 to begin planning events Beginning date: December 1, 2002 to begin publishing calendars Ending date: December 31, 2005

Opportunity D1: Equip the saints for the work of service by preparing them in various areas of discipleship excellence. - continued

Goal D1c: To help the saints grow in their spiritual maturity. Action Plan D1c.1 Plan a calendar of special gender-based opportunities that

would be offered in 2003 to promote spiritual maturity (with other discipleship calendars).

Responsible: Discipleship Ministry Council, with leadership from

both the men's and women's ministries Beginning date: October 1, 2002 to begin planning events Beginning date: December 1, 2002 to begin publishing calendars Ending date: December 31, 2005 Action Plan D1c.2 Organize for the mentoring of church members at least 6

program areas that recognize various advisory possibilities: chronologically, spiritually, maritally, financially, church leadership, and teaching.

Responsible: Discipleship Ministry Council, with leadership from the

men's & women's ministries, the Sunday School Director and church ministerial staff

Beginning date: October 1, 2002 Ending date: March 31, 2003 to organize programs Beginning date: April 1, 2003 for programs Ending date: December 31, 2005 Evaluation: Organize the Discipleship Ministry Council Track the number of special discipleship events Conduct the spiritual gifts inventory Development of calendars Opportunity D2: Make discipleship training available to more individuals. Goal D2a: To minimize the conflicts in the church calendar and increase the

opportunities for discipleship and spiritual growth. Action Plan D2a.1 Conduct a thorough audit of the administrative and support

activities of the church for streamlining Responsible: Discipleship Ministry Council, with Pastor and

leadership from men's & women's ministries Beginning date: October 1, 2002 Ending date: March 31, 2003 for first report, with continuing review

and improvement Ending date: December 31, 2005 Evaluation: Conduct the operations audit and submit final report

Opportunity D3: Recognize and address the special needs of teachers in the church.

Goal D3a: To better equip teachers to undertake their responsibilities in the church

both in Sunday School and in other teaching situations. Action Plan D3a.1 Build a curriculum for training teachers in the basic skills,

techniques and tools that would be particularly useful and relevant to the task of teaching.

Responsible: Discipleship Ministry Council, with the church

ministerial staff and the Sunday School Director

Beginning date: October 1, 2002 Ending date: December 31, 2002 Beginning date: January 1, 2003 Ending date: December 31, 2005 Action Plan D3a.2 Begin offering master teacher sessions on Wednesday

evening to introduce the Sunday School lesson to teachers and offer suggestions for teaching.

Responsible: Discipleship Ministry Council, with the church

ministerial staff and Sunday School Director Beginning date: April 1, 2003 Ending date: December 31, 2005 Evaluation: Establish the teacher training program Begin offering Wednesday night master teacher sessions Track attendance at Wednesday night class Track attendance in teacher training classes

Fellowship and Nurture Ministries (F) Opportunity F1: Enable the congregation to experience a richer walk with Christ. Goal F1a: To facilitate greater participation in church events by church members and

visitors. Action Plan F1a.1 Review the composition of both the Recreation and Social

Committees with a view toward ensuring that the membership reflects the age diversity of the congregation beginning January 1, 2003 and that the church social and fellowship calendar is age-sensitive in its variety of planned events.

Responsible: Recreation Committee, Social Committee and the

Nominations Committee Beginning date: October 1, 2002 Ending date: December 31, 2005 Action Plan F1a.2 Plan for and publish a three month calendar of upcoming

fellowship and social events which, once published for the first time, is updated monthly and republished as a three month view of coming events.

Responsible: Recreation Committee and the Social Committee Beginning date: October 1, 2002 Ending date: December 31, 2005 Action Plan F1a.3 Continue the second Sunday fellowships. Responsible: Social Committee and Sunday School Director Beginning date: October 1, 2002 Ending date: December 31, 2005 Action Plan F1a.4 Organize for church members the appropriate support

services (such as transportation, handicapped assistance, hearing assistance, etc.) that will allow greater participation in scheduled church events.

Responsible: Recreation Committee and the Social Committee Beginning date: October 1, 2002 Ending date: December 31, 2005 Evaluation: Publication of events calendar Track assistance ministries Review of committee structure and composition

Opportunity F2: Assimilate visitors and new members more effectively into the activities of the church.

Goal F2a: To be proactive in guiding visitors and new members to greater

involvement in the church activities. Action Plan F2a.1 Offer a visitors reception immediately following both Sunday

morning services at which they can visit with the Pastor or member of the ministerial staff.

Responsible: Pastor Beginning date: October 1, 2002 Ending date: December 31, 2005 Action Plan F2a.2 Provide wayfinding posters and floorplans of the building at

all major entrances and at strategic locations throughout the facility to help people navigate around the facility.

Responsible: Premises Committee, Deacons Visitors Committee Beginning date: October 1, 2002 Ending date: December 31, 2002 to have them posted Action Plan F2a.3 Position an individual at the major entrances to the church

from 15 minutes prior to the start of Sunday School until the start of the late worship service to advise and direct/ escort visitors to their destination.

Responsible: Deacons, with lay participation Beginning date: November 1, 2002 Ending date: December 31, 2005 Action Plan F2a.4 Format a class for visitors and/ or new members orienting

them to Baptists and to this particular church. Responsible: Pastor, with Discipleship Ministry Council and

Membership Committee Beginning date: October 1, 2002 Ending date: December 31, 2005 to have the class organized Beginning date: January 1, 2003 Ending date: December 31, 2005 Evaluation: Start visitors reception after church Post the floorplans for the building Participation by greeters at church entrances Organize and start the new members/ visitors class

Opportunity F3: Minister more effectively to the members of the congregation ministering individually to them and their families.

Goal F3a: Empower members of the congregation to more effectively recognize and

respond to the needs for comprehensive ministry to the whole person beyond strictly spiritual matters.

Action Plan F3a.1 Organize a personal health ministry to train and educate

church members in basic healthcare matters. Responsible: Pastor Beginning date: October 1, 2002 Ending date: October 31, 2002 to appoint ministry coordinator Ending date: December 31, 2002 to enlist workers Ending date: March 31, 2003 to draft ministry guidelines Beginning date: April 1, 2003 to begin offering programming Ending date: December 31, 2005 Action Plan F3a.2 Organize a ministry to seniors and the homebound aimed

specifically at their special ministry needs. Responsible: Pastor Beginning date: October 1, 2002 Ending date: October 31, 2002 to appoint ministry coordinator Ending date: December 31, 2002 to enlist workers Ending date: March 31, 28, 2003 to draft ministry guidelines Beginning date: April 1, 2003 to begin the ministry Ending date: December 31, 2005 Goal F3b: Give every member of the congregation the privilege of being personally

known by and ministered to by a Deacon in the church. Action Plan F3b.1 Assign Deacons responsibility for establishing a lay ministry

to church members and their families. Responsible: Deacons, with lay participation Beginning date: Publication of the new church directories Ending date: December 31, 2005 Evaluation: Organize the new ministries Appoint new ministry leaders Track number of participants in new ministries Track number of personal ministry contacts

Opportunity F4: Minister to the inactive members of our congregation. Goal F4a: Build an effective ministry to the inactive members of the congregation

that meets their special needs. Action Plan F4a.1 Build an accurate and thorough list of inactive church

members with all necessary contact information. Responsible: Membership Committee, with the Sunday School

Director Beginning date: October 1, 2002 Ending date: December 31, 2005 Action Plan F4a.2 Conduct a survey aimed at reaching the inactive members

and learning their specific ministry needs. Responsible: Membership Committee, with the Sunday School

Director and the Deacons Beginning date: January 1, 2003 Ending date: March 31, 2003 Action Plan F4a.3 Design and launch a ministry to the inactive members of the

church through the Sunday School. Responsible: Membership Committee, with the Sunday School

Director and the Deacons Beginning date: April 1, 2003 Ending date: June 30, 2003 to design the ministry Beginning date: July 1, 2003 to launch the ministry Ending date: December 31, 2005 Goal F4b: Build an effective ministry to support families leaving our church. Action Plan F4b.1 Design and implement a program to support families that are

relocating and needing a new church home, etc. (ie. prayer hotline via the web, transportation after cars ship, starter kits for homes, etc.)

Responsible: Discipleship Committee, with Information Services

task force (new, see Service and Support) Beginning date: October 1, 2002 Ending date: December 31, 2002 to have the team organized Ending date: March 31, 2003 to have the ministry organized Beginning date: April 1, 2003 to begin ministry Ending date: December 31, 2005 Evaluation: Build the list of inactive members needing ministry Conduct the needs assessment survey Design and launch new ministries Track ministry opportunities to relocating families

THE CORPORATE STEWARDSHIP IN CHRIST Service and Support Ministries (S) Opportunity S1: Be good stewards of the Church property, grounds and

infrastructure so that they might be fully utilized in God's work.

Goal S1a: Maintain the Church property to the greatest advantage for ministry. Action Plan S1a.1 Evaluate the current usage and maintenance of the Church

building and grounds and identify areas for improvement.

Responsible: Premises Committee Beginning date: October 1, 2002 Ending date: December 31, 2002 for written evaluation Action Plan S1a.2 Develop a multi-year plan and schedule for the maintenance

and capital projects of the Church building and grounds.

Responsible: Premises Committee Beginning date: January 1, 2003 Ending date: June 30, 2003 to have first annual plan completed Ending date: December 31, 2005 Goal S1b: Maintain the Church infrastructure (communications, business/ office

equipment, multi-media) to the greatest advantage for the support of ministry.

Action Plan S1b.1 Evaluate the current usage and maintenance of the Church

infrastructure and identify areas for improvement. Responsible: Premises Committee Beginning date: October 1, 2002 Ending date: December 31, 2002 for written evaluation Action Plan S1b.2 Develop a multi-year plan and schedule for the maintenance

of the Church infrastructure. Responsible: Premises Committee Beginning date: January 1, 2003 Ending date: June 30, 2003 to have first annual plan completed Ending date: December 31, 2005 Evaluation: Completion of assessments Development of multi-year plans

Opportunity S2: Be good stewards of the Church financial resources so that they might be fully utilized in God's work.

Goal S2a: To grow the number and percentage of tithers/ donors to the Church. Action Plan S2a.1 Have the Finance Committee establish from its membership

the Stewardship Committee each budget year. Responsible: Finance Committee Beginning date: January 1, 2003 Ending date: December 31, 2005 Action Plan S2a.2 Plan for stewardship education by emphasizing faithful,

consistent Biblical stewardship in Sunday School, Discipleship, Missions and Worship ministries.

Responsible: Finance Committee with help from the Sunday School

Director, Senior Pastor, Minister of Youth and Missions and others.

Beginning date: February 1, 2003 Ending date: April 30, 2003 to organize the campaign Beginning date: May 1, 2003 to launch the campaign Ending date: December 31, 2005 Goal S2b: To increase revenues to support the Church and its ministries. Action Plan S2b.1 Plan creative opportunities to facilitate giving and to increase

revenues, such as accepting gifts by credit card/ monthly electronic fund transfer.

Responsible: Finance Committee Beginning date: October 1, 2002 Ending date: November 30, 2002 to organize the opportunities Beginning date: December 1, 2002 to offer new ways of giving Ending date: December 31, 2005 Action Plan S2b.2 Plan creative opportunities to facilitate giving through

strategic philanthropy using vehicles such as estate planning and financial and tax management.

Responsible: Finance Committee Beginning date: January 1, 2003 Ending date: March 31, 2003 to organize the opportunities Beginning date: April 1, 2003 to launch the programming Ending date: December 31, 2005 Evaluation: Creation of the Stewardship Committee Development and launch of the Stewardship campaign

Opportunity S3: Ensure that the Church is properly equipped for the things God is calling it to do.

Goal S3a: To organize and equip appropriately to support the electronic/ web-based

ministries as envisioned by this plan. Action Plan S3a.1 Organize the Information Services task force to oversee the

church web site and its use in support of church ministry programming.

Responsible: Pastor Beginning date: October 1, 2002 Ending date: October 31, 2002 to designate a task force leader Ending date: March 31, 2003 to draft task force guidelines Beginning date: April 1, 2003 to begin the work Ending date: December 31, 2005 Evaluation: Appointment of a task force leader Development of web site features to support ministries

Appendix A

Situation Analysis: Analysis of External and Internal issues

Situation Analysis: Analysis of External and Internal Issues As part of the work of the committee an attempt was made to gather information on the situation in which the church finds itself. Typically a strategic planning effort looks at the external situation, which generally means the world around the church, and the internal situation, or the circumstances of the church itself. The external analysis yields opportunities for ministry growth and threats or obstacles to that growth. The internal analysis yields a picture of the strengths of the organization to undertake the opportunities and overcome the challenges, as well as the weaknesses of the organization that might need to be addressed. In the parlance of planning efforts, the Strengths (S) and Weaknesses (W) joined with the Opportunities (O) and Threats (T) combine to form the so-called "SWOT Analysis." What follows is a summary of the methods and findings of the SWOT analysis undertaken by this committee. Within the lists certain of the items are shown as underlined. Those items were deemed to be particularly important in the analysis as they helped shape the list of Key Issues (Appendix B). The committee studied these analyses concurrently, doing research into various topics in no particular order. As each subject area was investigated the committee made a record of the critical issues associated with each for retrieval and use later in the analysis phase of the project. After months of study the committee met one Saturday morning to assess its findings. Gathered together in a room, the committee reviewed each of the topics noted in this section and identified key issues under each. Those key issues were recorded on individual note cards and posted on a wall for easy viewing. For the first time the committee saw on that wall, in one place, all of its homework displayed in a way that revealed the fingerprint of God's handiwork. Strengths of the church aligned with opportunities in the community, and suddenly it became clear that we were being shown where God was at work in our very midst. In that moment we, as a committee, experienced the truth of Blackaby's and King's teaching: if the believer looks closely, it really is possible to see the hand of God at work. It was a remarkable experience. From then on, having once experienced the indescribable thrill of seeing God's hand, nothing less than total focus on the leadership of the Holy Spirit would satisfy the committee.

External Analysis 1) Demographics (Community/ Regional) Opportunities Ethnic diversity More children coming to the church JCC possibly relocating Aging population Demand for day care increasing Threats Income shift downward Growing involvement in community-based activities 2) Faith community Opportunities Cooperative activities with TAB TPBC church planting/ local missions Messianic Jewish fellowship Church coalitions in social ministries Discipleship excellence in the Norfolk Baptist Association Multi-faceted ministry to seniors in Norfolk Threats 3) Naval Base Opportunities Single parent ministry High turnover VABC World ministry/ missions Long term connections to the world Threats Two year window Security/ access to the base 4) Granby High School Opportunities Young Life Granby chapter meeting in TPBC Draw of the school (top 10 in technology in U.S. - academy approach) Threats

5) Talbot Park area Opportunities Masons declining as an organization More young families moving in Worker "types" moving in Day care demand increasing Low crime area Threats 6) Greater Norfolk Opportunities Granby Street visibility Easy access with landmarks Redevelopment (East Beach, others) Threats Community activities 7) Old Dominion University Opportunities International students Threats 8) Virginia Wesleyan College 9) Southern Baptist Convention/ Cooperative Baptist Fellowship Opportunities Missions Unprecedented opportunity Threats Pastoral leadership for the future Narrowing SBC world view Division along denominational lines Financing for world missions 10) Economy Opportunities Unsettled Threats Greed 11) World

Internal Analysis: Overall weakness: Biblical illiteracy 1) Infrastructure Strengths New office equipment New computers for staff Active web site with E-mail for staff New phone system for the church Portable TV/VCRs for teaching Weaknesses No data projectors Technical support for high tech 2) Physical plant Strengths Large building Elevator Beautiful renovated sanctuary Multi-purpose media room under construction Music resources Second worship area Relatively new HVAC system Excellent sound system in sanctuary Commercial Kitchen Weaknesses No family life center No open land (parking, expansion) Limited parking 3) Lay leadership Strengths Quality leaders Weaknesses Shortage of leaders Ignorance re. spiritual gifts Burnout of current leaders No organized leadership training program

4) Financial Strengths Endowment fund (and others ie. Scholarship) Excess giving in recent years Financial elbow room (2/16/02) Weaknesses 11 months hand-to-mouth giving pattern (see Appendix C) Lack of giving participation Reliance on seniors (70% of church income) 5) Seniors Strengths Wisdom Experience Finances Presence Weaknesses Illness Disability Death No organized opportunity to maximize their contribution Transportation No training program for working with seniors 6) Adults Strengths Growing numbers Gifted (for leadership, etc. - spiritual and natural) Financial strength Weaknesses Busy Divided attention Low giving commitment 7) College/ Singles Strengths Weaknesses Not resident nine months High School/ College link Competing schedules Low commitment, changing priorities

8) Youth Strengths New minister Multi-media room Growth in numbers Good kids Strong leadership Role in worship at 8:30 AM Worship program Wednesday PM Weaknesses Church priority decreasing, jobs (etc.) increasing Confused parental priorities (ie. sports) 9) Children Strengths Sunday sermon Good facilities Good programs Strong program for girls Weaknesses Lack of engagement in Sunday worship Weak programs for boys 10) Nursery Strengths Good facility Excellent workers Weaknesses DESPERATE need for workers 11) Pre-school/ Daycare Strengths Great reputation High quality Good staff Weaknesses Staff turnover (full time work preferred) Outgrown current space Ineffective making new church members

12) Music Strengths New minister Great equipment Full range of music programming Possible teaching ministry Weaknesses Music suite needs overhaul Need an organist 13) Missions Strengths New minister Local ministries/ sponsored missions Strong giving ($) history WMU Missions resource center (planned) Weaknesses No leading replacement to WMU Lack of global awareness/ interest 14) Pastor Strengths Shepherd/ pastoral care Preaching Relates to all groups Weaknesses Aging 15) Sunday School Strengths Weaknesses No formal program for teacher training 16) Discipleship Strengths New minister Hungry body Weaknesses Shortage of leaders No overall program of curriculum No overall program of worker training

Appendix B

Identification of Key Issues for plan development

Strengths, Weaknesses, Opportunities and Threats (SWOT Analysis): Key Issues for Plan Development Key External Opportunities 1) Young families, more children, daycare need, single parent ministries 2) Population is aging (church and community) 3) Tend to church coalitions/ Messianic Jews 4) Mission opportunities, local and non-local 5) Granby High School: top 10 in nation/ Young Life 6) Discipleship excellence in the Norfolk Baptist Association Key External Threats 1) Higher priority by church members in worthwhile, but distracting community activities 2) High turnover in Naval Base population/ protective environment 3) Identity along denominational lines 4) Competition for financing for ministries

Key Internal Strengths 1) Facility and infrastructure (technology, systems) 2) Financially sound operation 3) Quality lay leaders/ strong seniors component 4) Staff strong: Pastor, Music, Missions, Youth, Daycare/ pre-school 5) Preschool/ daycare has very good reputation 6) Church body that is spiritually hungry Key Internal Weaknesses 1) Lay leadership shortage/ leadership burnout/ no overall program for lay leader training 2) Financial giving pattern: hand-to-mouth for 11 months (please see Appendix C) 3) Adults (and families) distracted by non-church activities taking families away from church 4) Pre-school/ daycare staff turnover and space 5) Biblical illiteracy

Appendix C

Stewardship Information

Talbot Park Baptist Church Giving 2001

-$60,000

-$40,000

-$20,000

$0

$20,000

$40,000

$60,000

$80,000

$100,000

Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec

Months

Do

llars

Income Cum. Deficit