There is a rather unique relationship between the Texas and
Michigan Districts. By coincidence a Dallas consulting and fund raising firm, RSI, helped
do a statistical survey, analysis, and reorganization of the Michigan District, its
boards, and constitution for a reported $400,000.00. John A. Goeke is reported to have
been associated with RSI. He is now the Director of Development of the Texas District.
There may have been other LCMS pastors and teacher trained consultants associated with
RSI. Resource Services Inc.-Ketchucm. Inc.-RSI Financial Service can be found on the web
at www.rsi-ketchum.com.
In one search I conducted on Yahoo there were 14000 hits when I looked for websites
offering Process Consulting. In 1994 a Group called CCG, Church Consultants Group, that
offers process consulting and is located approximately 1 1/2 miles from the Michigan
District Office, was paid to help reorganize the Texas District. It is reported that staff
members at the Michigan District Office have enjoyed a working relationship with the CCG.
I would like to know which staff in the Michigan District have served as guest consultants
for CCG and which members of the Texas District Staff have served as consultants for RSI.
I would also like to know the total consultant fees paid by the Texas District to CCG.
We can learn about CCG’s influence on the Texas District simply reading the 43
page the "Strategic Plan" for the Texas District that CCG helped Texas produce.
Excerpts from the Texas District "Strategic Plan" are reproduced at the end of
this article. The following information is a list of services from the CCG website. They
are a subsidiary of Development Organization, Inc. The list is rather extensive. You might
want to compare it with some of the statements quoted from the Texas District Strategic
Plan following these quotations from CCG.
"The Development Organization, Inc. Providing Practical Solutions and Innovation
to Enhance Your Organization: Productivity, Performance, Profitability"
"Welcome to Church Consultants Group (CCG) a subsidiary of The Development
Organization, Inc. 202 Hogbak Road. Suite One, Ann Arbor Michigan 48105, Phone
313-677-6464, "
"Helping Leaders Build the Kingdom... Church Consultants Group offers
consultations in the areas of: Church Leadership Coaching, Training, and Development,
Training and Mentoring of New Church Development Pastors, Existing Church Renewal and
Growth Strategies, Professional Staff leadership/Administration Assessment, Training, and
Coaching, Surveys of Local Church Perceptions of Judicatory Effectiveness, Assessment of
Organizational Structure, Effectiveness and Change, Design and Implementation of
Judicatory Infrastructures to Improve Services to Local Churches, Facilitation of
Strategic Planning and Plan Implementation, Training and Mentoring of Church Body Internal
Consultants, Development of Systems for Qualitative and Quantitative Performance
Measurement, Implementations of the Local Church "Customer Service" Driven
Strategy."
"A Systems Perspective... Mark 4:26-29 provides us with a model of what Christ
describes as an "effective" church "body": and that is: Responding to
the Promptings of the Holy Spirit, Using Its Human and Material Resources as Good
Stewards, Providing a Rich and Fertile Spiritual Community of Believers, Adapting Its
Ministries and Practices to the Changing Needs of Its Constituents, Building Its Capacity
to Generate and Grow People Into Mature Disciples of Christ, Preparing Its People to
Multiply Themselves in Their Communities, Homes, and Organizations"
"Using a systems perspective, our consultants partner with you in addressing needs
and opportunities by: Local Church and Church Body Effectiveness Development, Para-Church
Effectiveness Development, Organizations Research and Improvement"
‘Formed in 1985, Church Consultants Group is made up of men and women who are
obedient to Jesus Christ, having been leaders in His Church, and have been called into
this helping ministry. Consulting team members have worked with hundreds of local church
leaders, facilitating and leading efforts in: Strategic Master Planning, Streamlining
Organization Structures, Developing Volunteer Development and Deployment Methods,
Mediating and Negotiation Church Divisions and Inter-Group Conflicts, Designing and
Facilitating Professional and Volunteer Leader Training, Facilitating and Recruitment,
Selections, and Placement of Professional Staff, Coaching Professional Staff in Leadership
and Administrative Skills, Providing Ministry and Program Evaluation, Conducting Community
Demographic Analysis, Strengthening Team Building and Development"
"Church Consultant Group has also provided helping service to international church
body leaders and to regional judicatory organizations in such area as: New Church
Development Strategies and Plans, Assessment Center Methods for Identification of New
Church Development Pastors, Gathering and Assessing Information about Your Staff and
Organization, Helping You Make Informed Decisions Based on Reliable and Valid Information,
Mutually Developing and Comprehensive Approach to Issues which Includes both a Technical
Response and a Change Process"
If you got this far you have just read a list of services provided by the church
consulting organization that reorganized the Texas District of the Lutheran Church
Missouri Synod. The question is what did this cost? The next question is why was it done?
One would like to assemble their own consultant group to review CCG’s work. My pick
would be John the Baptist, the Apostle Paul, Martin Luther, and C.F.W. Walther.
Now comes the best part. What does the Texas District Strategic Plan look like? The
following are excerpts from the 43 page Texas District Strategic Plan written with the
help of CCG, Church Consultants Group. On page 5 they admit they don’t know why or
how the Texas District grew after World War II. Is it possible God did it with is own
strategic plan and didn’t consult the Texas District. They also admit on page 5 and 6
that the programs they developed didn’t really do anything. Just think of all the
money that could have been saved. But now they have the key and things will really begin
to happen. I, for one, predict increased spending and massive church shrink.
Strategic Plan for the Mission and Ministry of the Texas District of the
Lutheran Church Touching, Winning, Enriching, Empowering (This planning process
was conducted in 1994 through a specifically appointed Task Force made up of staff, board
members, and leaders-at-large throughout the District. Page 1)
Prologue Our mission is a dynamic movement that is based on, grows out
of, and is a continuation of the dynamic of the work of Christ (Acts 1:1-2) to rescue His
people. A mission-driven church is driven by Jesus Christ, the Rescuer and by the Holy
Spirit who has been sent to empower, move and mold the church by the whole mission of God.
Every task of the church and every purpose of the church is rooted in the Mission of
God.
Introduction The great challenge facing the leadership of both the
District and local congregations is how to become a church shaped by a clear sense of
God’s mission in this new context.
The process used by the Task Force involved a series of five, one-day work sessions
where an extensive review of appropriate data was conducted and intense discussion was
used to formulate a mission and ministry plan. Its work was facilitated by the services of
a consultant with Church Consultants Group who provided guidance in the gathering of
information and directing the discussion.
Developing a New Paradigm for Mission and Ministry Over the past few
decades, the concept of paradigms has been used to help address the nature or change. A
paradigm is a set of accepted rules or assumptions which guide our interpretation of what
we experience. Changes which take place over time challenge our ability to understand
these changes using the current paradigm. Changes often require us to adjust our paradigm,
or even adopt a new one, if the changes occurring are so great that our current paradigm
no longer fits reality (an example of this was when our church successfully shifted from
German speaking to English speaking). Page 3
It is significant to note that this "success" after W.W.II occurred more
because of circumstance than intentional planning. Page 5
The style of District ministry which emerged during this time was "program
oriented." Page 5
There is a growing consensus among church leaders that the style of ministry developed
during the post-W.W.II years no longer adequately addresses the challenges now confronting
most congregations. Page 6
Scores of our congregations are declining in membership, scores of others are plateaued
in membership, and a significant number of the few that are experiencing growth are doing
so by utilizing programs and resources not provided by the LCMS. Page 7
As the District boards and staff work to make the necessary changes at the District
level to become mission driven, it is recognized that many of the services which the
District has provided to local congregations will continue. Page 9
Shaping Mission and Ministry Around Values The new paradigm for
mission and ministry needs to be translated into concrete plans. To do this, it is
important to clarify the core values which will undergird these plans. Page 10
Core Values Core values define the key commitments which the church
desires to be present in its beliefs and behaviors. They are intended to demonstrate the
priorities which the church holds and serve as the foundation for formulating goals and
strategies. The core values of the Texas District are divided into two sections, one
dealing with confessional and denominations values, and the other with operational values.
Page 10
Core Operational Values People Centered The Texas District LCMS values
people and will conduct its mission in a manner that assists every person to develop
his/her full potential in Christ. Page 11
Diversity-Oriented The Texas District LCMS will celebrate diversity,
address the multi-cultural character of the District and support congregations in
responding to diversity in their local context. Page 12
Creatively and Flexibly-Designed The Texas District LCMS will carry
out its mission using creative and flexible approaches in structuring, designing, and
implementing ministry and will work with local congregations to help them do the same.
Page 12
Key Concepts and Goals of the Texas District The church is led by the
Spirit who gives to the church vision and perspective on how to minister in its context
and plan of future ministry. Examples of such visionary leadership can be found in Acts
10; Acts 16:6-10; Romans 1:8-15; Romans 16:25:-27; and Romans 15:23-32. Page 16
Concept #3: Church Professionals as Equippers-Leaders Church
professionals understand, demonstrate skills and equip the congregation’s *members,
individually and collectively, for the work of mission and ministry and provide effective
leadership in guiding their efforts. Page 22
During 1995, evaluation will be made of how well the Texas District is presently
accomplishing its goal. Once this is known, specific measurements will be assigned to each
goal regarding expected progress b the year 2006. Areas to be evaluated include: number of
church professional who understand concept equipper-leader number of church professional
who demonstrate competency in being equippers-leaders.
3.1 Develop a District level "continuing education" process
which proved for church professionals to orient themselves to be equipper-leaders, and
which strengthens the sill-set for this role.
3.4 Identify a baseline of criteria of what constitutes an
equipper-leader and proved congregations with coaching and assistance for utilizing the
role of an equipper-leader when in the calling process with strategic utilization of
interim pastor where appropriate.
3.5 Develop a proactive recruiting and mentoring process for the
prospective church professionals which focuses on insuring that these persons possess the
skill-set to be equipper leaders.
Concept #4: Decision-Making Which Enhances Mission and Ministry
Decision-making in the District facilitates and promotes shared responsibility. Page 22
4.3 Redevelop the Board of Directors role to prove for more active
policy leadership between conventions.
4.6 Incorporate outcome and results into the evaluation process used
to assess missions and ministry and funding decisions within the District.
Concept #5: Information That is Open and Free-Flowing Within the
District information is readily available and openly communicated. Page 22
Concept #6: District with Visions and Leadership The mission and
ministry of the District are shaped by a shared vision that is owned and supported by its
leaders. Page 22
Concept #7: District Staff as Catalysts and Facilitators District
Staff are catalysts and facilitators in promoting and implementing the District’s
mission and vision through partnering and networking among congregations. Page 22
Concept #8: District with Well-Managed Resources The District is open,
accountable and a good steward in the use of available resources--people and financial.
Page 22
8.2 Assist congregations to develop processes which result in the
effective discipling of members; with alternative tracks being developed for those raised
in the faith versus those coming to faith as adults. Page 24