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What is Dr. Gerald Kieschnick's plan for the LCMS?
A news release titled "LCMSNews -- No. 66 October 15, 2002
"Kieschnick calls for 'rededication of mission'" explains that
the LCMS President has a mission for the Synod. However, it doesn't
flesh out Kieschnick's methodology, or how he plans to organize the
mission.
Reclaim news has obtained a copy of the Strategic Plan for the Texas
District promoted by Gerald Kieschnick in 1994. What does the Texas
District Strategic Plan look like? The plan calls for top down
leadership, increased spending for more staff, numerous unidentified
changes, and increased bureaucratic structure.
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 developed in the Texas District since W.W.II didn't really do
anything. Just think of all the money that could have been saved.
But now in 1994 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 disciplining of members; with alternative tracks being developed
for those raised in the faith versus those coming to faith as adults.
Page 24
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