As seen in Your Church magazine

By Jim Couchenour

A user-centric approach creates new priorities.

No one has redefined the way technology is used like Steve Jobs. He put the word “personal” in the personal computer. His subsequent breakthroughs with music players and phones have shown his uncanny ability to understand the market and create products that, in some cases, people didn’t even know they needed.

So, if Steve Jobs were to design your next church building, I think he would offer three guiding principles.

1: make it user-centric

When Jobs approached telephone service carriers for the yet-unseen iPhone, it was a world the carriers ruled. Phones were just a way to get people locked into two years of service. Jobs successfully negotiated a new set of rules with AT&T. He also developed the most advanced (and beautiful) cell phone yet—all because of a relentless focus on the customer.

Translation: Church buildings should be designed based on who will use the building and how they will use it—including ways they haven’t even considered yet. How do people interact with each other—virtually and in real life? Where do people find their sacred space? Where do the people in our ministry focus like to hang out? Answers to these questions have huge implications for building design.

If your mission is to bring to your building people who don’t go to church (yours is an attractional church), then see your facility through the eyes of those people. A recent research project by Cornerstone Knowledge Network revealed that unchurched people prefer lots of signage, a beautiful worship space, and plenty of room for connecting with others.

If you are called primarily to disciple and equip others to influence their world (yours is an incarnational church), you might want to include areas for large-group and small-group teaching and interaction. Traditional religious icons and appointments may also be incorporated.

2: make it bug-free

Macintosh computers are known for ease-of-use and resistance to external viruses. The operating system is designed to feel fun and intuitive to the user. It also separates user files from system files, providing maximum security.

Translation: Church building “buyers remorse” can be greatly reduced by getting the right players involved very early in the planning process. One of the most robust technological advances to help make this happen is Building Information Modeling (BIM). BIM is a visual-based design development application that is dynamic throughout the entire planning and building process.

BIM allows all of the players to interact and collaborate on issues that would normally slow down construction or, even worse, become evident only after the building is built. For example, HVAC and plumbing lines can be seen virtually before installation rather than re-routing them in the field, saving both time and money.

3: make it beautiful

If you have an iPod or an iPhone, you know the graphics are crisp and the selection wheel is perfectly calibrated. In fact, the scroll wheel was the major sticking point that kept engineers going back and re-working the iPod until Jobs knew it was just right. This focus on design puts the iPod and iPhone in their own class.

Translation: People place a high value on design and aesthetics. Church leaders must embrace the creative side of building design. Most buildings (not just churches) are boxes, and the defining elements are exterior and interior finishes. If you’ve ever been to Branson, Missouri, and seen the incredible finishes of the theaters, you know how “boxes” can be turned into showplaces. A church may not be as elaborate, but it certainly doesn’t have to look like a warehouse.

When my home church decided to re-invent our worship area, we chose the local Panera Bread restaurant colors as our color reference. We wanted the people in our worship area to feel comfortable and relaxed. The Panera color palette turned a white-walled warehouse (literally) into an inviting, warm environment. For a real life example of how Jobs translates his product design into buildings, visit one of the Apple retail stores. You’ll see how a user-centric, bug-free, beautiful design can transform physical space. Imagine what an approach like this could do for your church.

About the author…
Since 1983, Jim Couchenour has partnered with hundreds of churches to design and build new facilities through his work with Cogun, Inc. He is currently developing ways to bridge the gap between church and the unchurched. He can be reached at 800-258-5540. Email: jrc@cogun.com.

©2008 Cornerstone Knowledge Network. All Rights Reserved.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2008 Cornerstone Knowledge Network. All Rights Reserved.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2008 Cornerstone Knowledge Network. All Rights Reserved.

Is your café vision aligned with your DNA or the DNA of another church you want to be like? You must align it with your church’s vision and DNA and not try to simply replicate what you think another church has done. My parents would be so proud that I’m using this next statement – “If I had a nickel for every time a church tried to copy cat another church’s café and it didn’t work, I’d be a rich man.” You see, successful people have a way of making difficult things look easy – and when others try to go out and replicate what they think they see, it often doesn’t work or at least doesn’t work out the way they thought it would. In the church world that usually results in leadership saying something like, “Well I guess that just wasn’t for us, God must have another plan.” I’m not letting you get off that easy Pastor Pessimistic – my experience tells me that too many churches are in love with the idea of a café yet haven’t understood the investment of the café. I see a lot of dysfunctional cafes breeding dysfunctional cafes because of this copy cat café virus.

• We view the audio visual in a church project as an investment because we believe the sight and sounds must be at a quality that our culture expects.     
• We view church websites and other marketing pieces as an investment because we believe in today’s world you must have them as a relevant communication method.     
• We view the sanctuary space as an investment because we believe the environment must be aligned with our church’s style, approach, and one that can foster an experience that is vertical and eternal.     
• We view the nursery as an investment because we believe babies should have a comfortable, safe, and sanitary place to rest, play, and poop.     
• We view the children’s and student’s ministry spaces as an investment because we believe present and future generations deserve the best and that they will have more fun, be more attentive, and learn more when we create for them an environment that is cool, comfortable, and compatible with their age, culture, and expressions.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2008 Cornerstone Knowledge Network. All Rights Reserved.

In an ever- changing world, church leaders struggle to relevantly reach their community.  This is evident by recent statistics from groups like The Barna Group and the Gallup Organization.  But pastors don’t need research to tell them the church is in decline and lacking relevance to Christians and the unchurched alike.  They can see it in their own community.

Church growth can be depicted graphically with initial exponential growth.  A fresh mission compels others to join the movement.  Excitement is high.  Over time, though, culture changes and the mission can be replaced by programs and methods.  Growth slows, stops, and declines.  George Hunter III reported 30 years ago that only 20 percent of churches are growing.  Unfortunately, his statistic is still accurate today.  This means 80 percent of churches are on the backside of the s-curve. What’s a church to do?

When church growth begins to slow, a church needs to reevaluate their purpose and provide a fresh vision to impact their local community.  Pastors and leaders can wrestle with their passions and their congregation’s giftedness, but often understanding the need of the community around them can be difficult.  Considering these six trends in culture can help frame the discussion.

Six underlying movements

1. The Demands of the Digital Age
As part of the oral era, Jesus was a great storyteller.  Twice since then inventions have altered communication and subsequently human interaction.  First was the printing press in the 1500s, followed by television in the 1950s.  The Millennium Matrix by Rex Miller points to the next major shift: the Digital Age.

The church has found itself reaching out to a world controlled by the Internet, text messaging, and iPods with services and programs that are broadcast-based.  To remain relevant, Christians must learn the language of the Digital Age and adapt – quickly.

2. The Search to Belong
With the onset of the Digital Age, Americans are bombarded with information.  Statistics, advertisements, and dissenting opinions are plentiful, but only lead to a fragmented society.  In response, churches have prescribed small groups.  But, like all great programs, small groups can become the method that leads a church into decline.

Creating a sense of community is an organic process according to Joe Myers, author of The Search to Belong.  Churches must understand their community’s deep need for belonging and provide opportunities for meaningful public, social, personal, and intimate connections.

3. A Valuable Life Goal
While working on the screen-write for his upcoming movie, Don Miller, author of Blue Like Jazz, discovered the elements that make a compelling story.  The protagonist in a great movie strives for a goal that is larger than him, something to die for.  Similarly, people want to join a community that has a mission bigger than them; something more compelling than good coffee and a large choir.

This was reaffirmed in research by Johnson & Johnson.  They discovered that consumers want to feel value and purpose in their life.  Churches that can cast an undeniable vision for their people will change lives.

4. Need for Navigators
In their research Johnson & Johnson also discovered that in our information-overloaded society, people are confused.  Americans are looking for groups or individuals to disseminate information in a meaningful way.  They want gurus with authentic lifestyles and attitudes to lead people’s thoughts and inspire them to action.

Churches that understand culture and the needs of their congregation and community can guide their community to deeper relationships with Christ and a passion to reach the unchurched.
 
5. Focus on Christ Centered Growth
For many years now, most churches have focused on moving congregants out of the pew and into service.  Recent research by Willow Creek revealed that involvement in church has little or no correlation to a Spirit-filled life.  Instead, only as church-goers mature in their spiritual walk will they experience a change in attitudes or behaviors; evidence of a Christ-led life.

A church that focuses only on the attractional model and ignores the missional model will fail to connect with the deepest needs of their congregants.  They will see a lack of genuine spiritual growth.

6. Missional Ministry Focus
The younger generation is very aware of the difference between going to church and being the church and they desire the latter.  They want to play an active role in displaying the love of Christ to their neighbors.

George Barna discovered the number one question middle income Americans ask when deciding to attend a church is, “Does this church impact local community?” To remain relevant churches must reach outside their walls and meet the needs of the unchurched around them.

These six movements provide a framework for rethinking how Americans understand church.  By considering these issues, discovering leadership passions, the talents of the congregation, and the needs of the community, a church can refresh a vision and re-engage with their community to change lives. 

Listen to audio of this message by Ed Bahler, President and CEO of the Aspen Group, on the Audio/Video page at www.TheCKN.com.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2008 Cornerstone Knowledge Network. All Rights Reserved.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

About the Author
Abbie Mantor is an employee of Aspen Group, a full-service firm specializing in Visioning, Architecture and Construction for churches. Aspen Group is a founding member of the Cornerstone Knowledge Network, which provides research and education to churches concerning construction-related issues and trends.

Community Christian Church’s Naperville facility is their version 2.0 of a Third Place – where a church also happens to meet. This facility is a yellow multi-purpose building on 7 acres in a residential community. The facility acts as a commuter lot for public transportation, has a café/coffee bar that is open 16 hours a day, a gym where open gym is held, a cyber café with a wireless internet network and a few hard wired terminals, and an after school arts program where music and art lessons are taught. Pastor Ferguson shared that the neighbors allow their children to gather at the church after school. “It has become a place where they hangout. They love it and call it the YC – The Yellow Church.” However, Ferguson also says that “The components of a Third Place building should depend on the context.” He explained that there is a church in California that is in a largely Hispanic community that has three indoor soccer fields, because in their context that is the kind of public Third Place that allows them to connect with their community.

Creating a place …
Certainly the “Starbucks” type coffee bar or “Barnes and Noble” style coffee bar/book store combination has been a growing trend in new church spaces for some time. However, a few churches are taking the strategic step to create those type environments in public places to connect and serve their communities. Joshua’s Crossing Church in Fort Collins, Colorado created a not-for-profit coffee shop in downtown Fort Collins. The coffee shop started when the church leased the location, but decided it needed to be used during the week to serve the community, so “Everyday Joe’s” coffee shop was formed. Their goal was to make the church’s presence in the community relevant to the community. Tamera Manzanares of Coloradoan Magazine interviewed church board member Daryl Dickens who said, “We make an effort not to be a Christian coffee shop. We just want to be a good coffee shop where believers and non-believers are comfortable.” The article also quoted the manager of Everyday Joe’s, Suzanne Sinclair, who commented, “We are crazy about coffee, but even more so about creating a place to benefit the Fort Collins community.”

The popularity and impact of a Third Place is directly related to the human need and desire for community. Mike McMahon of Leadership Network stated that “Building community is what everybody is looking for today. They long for the place that connects their lives to the lives of others.” Oldenburg states that people need informal public meeting places in their lives where they can meet, set aside the concerns of their home and work and talk. He says “without such places, the urban area fails to nourish the kinds of  relationships and diversity of human contact that are the essence of the city. Deprived of these settings, people remain lonely within their crowds.”

Frazee described the successful Third Place as “the place where worlds converge. The world of the church, the world of the family and the world of the neighborhood all connect. It can be as simple as your front yard if you are always out there inviting others to hang out, come and go on a regular basis with no set agendas.” What will churches look like in 10 to 20 years? Some Christian futurists believe that the younger generations will have no use for the 3,000 to 5,000 seat worship centers the baby boomers are building today. Many churches believe the future is our past: going back to our residential communities, but with a new twist - as a public space. So maybe churches of the future will be many sites instead of one. And maybe they will look more like coffee shops, bookstores, and other places where we find community, conversation, and connection. A place they’ll go after work to see what’s happening and ultimately find a relationship with our Heavenly Father.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

There are four factors that reign supreme as we think about church design in our changing world:

1. The need for belonging
2. The desire for participation
3. The interest in experience
4. The appetite for images

The following is a description of a building that was designed out of an understanding of those four components and how they will shape church design. It represents what we might see as we consider ministry in the future.

Entering this building is like walking into a lush, colorful botanical garden. Abundant flowering plants, herbs, and trees surround a large central waterfall. Natural illumination from skylights gently touches these earthy elements, offering people a sense of peace and balance.

The center Atrium is much like an “Embassy Suites” area. It’s dotted with interactive touch-screen art galleries, computer terminal hookups, and verses from the Psalms placed throughout the greenery. A large gas plasma screen at one side acts as the focal point for the “Higher Ground” coffee shop, which comfortable tables and chairs. In this relaxed setting people meet friends, sip tea and coffee, and “attend” a church service or seminar.

The larger area hosts computer kiosks, which provide newcomers with links to Christian websites, church information, and archived reference materials. The kiosks also allow people to interact with the staff via email. Hard copy can be printed immediately at a central printer. The stewardship stations--designed for the use of existing members--accept tithes and offerings via debit cards that use instant fingerprint access technology.

Next to the Atrium is the Interactive Zone. This includes three spherical pods that offer IMAX-like theater presentations of stories from the Old and New Testaments. In the center of each pod, the audience sees lifelike representations of elements from the particular story being experienced. This could include elements such as a Roman cross, palm branches, or a sling much like David used to slay Goliath.

From the Interactive Zone, a churchgoer enters one of four Instruction Theaters. These vary in size. The theaters provide a number of ministry opportunities. For worship, one can choose music ranging from a single acoustic guitarist to an alternative Christian rock band. Large screens at the front would display additional musical offerings and teachings from the pastoral staff and other Christian specialists on a variety of topics.

Each seat has infrared hookups, a pop-up writing table, and a small computer with access to the Internet and relevant searchable databases. Throughout the week, various seminars and teachings take place in these theaters and participants can be “in person” or “online” for their learning experience. All building functions are remotely controlled from beneath these theaters. Security, lighting, video recording and projection, and post production are housed here.

The octagonal Worship Center at the other end of the facility contains four to eight large projection screens. Since multiple congregations may use the same space, each screen can be programmed to provide images that support the preferences and traditions of specific congregations. More liturgical services may show one stained glass image, where “Gen-X” services would involve multiple images that are constantly moving and evolving. The worship center’s flexibility supports dramatic presentations, musical concerts, and a three-dimensional hologram projector for lifelike dramatizations.

Each seat is equipped with modem and infrared connections that allow interaction between the congregation and the speaker. “Smart” lights are managed from the central control room to create the right ambience for presentations, and special spray systems create mist and fog. These would augment teaching scenarios such as when the glory of God filled the Temple, or Noah and the Ark. Outer “living rooms” provide space for those who wish to speak with members of the staff. When someone enters a living room, heat sensors alert control room personnel, who then radios a staff person.

The Children’s Zone is adjacent to the atrium. A large glass window separates the two areas. Parents can monitor their children’s activity through this window. Those parents not able to stay near the zone are given special video screen monitors, allowing them to see their children at any time. The children’s zone also includes a recreation area that houses multiple video games based on biblical characters and stories. Children who answer the biblical quizzes correctly win tickets to additional games. A miniature golf course allows parents and children to “putt” their way through Old Testament events such as the parting of the Red Sea.

The last major area is a Recreational Zone that hosts numerous activities. Customized flooring allows flexible set-up. Video cameras broadcast all events to a website for disabled family members and others to view at any time. This area also seats overflow crowds-—using large projection screens--for concerts and other large gatherings.

Now we come to a smaller but important area: the Contact Zone. This area contains individual rooms that surround a central media resource room. Each room is designed and decorated to replicate living rooms in homes, where small groups can meet in an intimate setting. Floor lamps, large windows, ambient colors, and comfortable furnishings contribute to the warmth of these rooms. Resources are readily available for study and discussion.

Administrative space is laid out in office groupings of five or six rooms. A central administrative area serves each of the offices. Much of the support comes from remote locations through telecommuting and free-lance services. Each staff member involved in presentations has a miniature view of the worship area and theaters to help in planning upcoming presentations.

Why a radical building like this? Every major transition in history began with a corresponding architectural paradigm shift. As we seek to design ministries to postmodern culture, we will need buildings that allow for effective, innovative connection points to those searching for spiritual fulfillment. This postmodern prototype building facilitates high tech and touch ministry with its goal: people coming to say “Hi Jesus.”

About the author…
Since 1983, Jim Couchenour has partnered with hundreds of churches to design and build new facilities through his work with Cogun, Inc. He is currently developing ways to bridge the gap between church and the unchurched. He can be reached at 800-258-5540. Email: jrc@cogun.com.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

By Kevin Ford

“You don’t need to know the future to prepare for it – you need to know yourself.” Margaret Wheatley, business professor and author of Leadership and the New Science, had just challenged a group of 30 CEOs at TAG’s annual Roundtable in Scottsdale, AZ.

The business executives, representing various industries, pushed back. They didn’t buy her “new science” approach to management. Processes, systems, project plans, and budgets are critical, they argued. How in the world can you be successful without being able to control your organization’s future? And how do you control the future without a carefully crafted and very specific plan?

But over the course of three days of intense debates and discussions, most of these high-powered leaders were eventually convinced of her assertion: planning, in the traditional sense, was dead. As they examined their past successes, they realized that virtually none of them had been planned. Most of them had come from their organization’s ability to know their identity and purpose, respond to a rapidly changing business environment, and attract great people.

As I work with churches, I often see the same kind of thinking at work, especially among the lay leadership. We have to have a carefully constructed plan so that we can track our progress and develop airtight budgets, they will say.

Is your church thinking of launching a new initiative, such as a major renovation or relocation? Many of your lay leaders will demand a carefully crafted and detailed long-range plan before you build. This is normal because this is what they’ve been taught. It all goes back to the writings of Henry Mintzburg, the father of strategic planning. Mintzburg taught us the value of strategic plans, filled with projections, timelines, and critical areas of responsibility. His work then filtered throughout Corporate America. If your church is like many, you have lay people who are the products of his early work.

But pastor, take heart. His more recent work, The Rise and Fall of Strategic Planning (1994), hasn’t yet had time to filter down to many of your lay leaders who still employ traditional planning methods. Strategic planning has been replaced by strategic thinking. The future is an abstraction. Mintzburg suggests that “strategic planning” is an oxymoron. Strategy is about synthesizing, and planning is about disaggregating. We cannot predict what’s going to happen. The best decisions, he suggests, are the decisions made in the dynamic present. I find that many well-intentioned lay leaders are focused on disaggregating, rather than synthesizing.

It is of no use to spend much time developing financial forecasts and detailed project plans. Even as you plan to build a new building, renovate your existing facilities, or look to a relocation. But you can know who you are. Are you a healthy church, able to weather the storms? Have you spent time in strategic thinking? Do you have a clear sense of who you are and what you’re all about? Or is your church’s success dependent upon following a very linear set of steps?

Preserving Heritage
Heritage Church is not really near anything. Unless you happen to live in Moultrie, GA. My associate and I had to fly from DC to Jacksonville, FL and then drive another three hours to get there. Other than a Wal-Mart and Oakwood Homes, there’s just not much there. But when we arrived, we were amazed at what we saw. The church had been planted about 6 years earlier by a group of lay people who had a common purpose. They wanted to start a church where every member was in ministry.

Moultrie, mind you, is a conservative town, deeply rooted in southern Georgia. You don’t break the rules there. Pastors do the pastoring and lay people show up in their Sunday best. Churches look like churches. Church music shouldn’t have a beat. Church is the place where you raise your kids and see your friends – and don’t try to make it more than that. But the biggest rule is not to break the rules. That’s the way it has always been. But these folks at Heritage Church had a different plan – and it was working.

They were meeting in a warehouse with a capacity of 550 on dozens of acres of land. Worship attendance – driven by cutting edge music, solid biblical preaching, and strong lay leadership – was increasing exponentially (they had also broken the church growth 80% capacity rule). They were out of space and weren’t sure exactly what to do. They had a lot of land and knew they could build something much better without relocating.

“We just thought we’d build a nice building,” Pastor David Oaks told me. The initial conversations with a local architect assumed that Heritage Church would build a rather traditional sanctuary and the cost would be around $4 million. When they brought us in for “strategic planning”, they assumed that we would help them develop a series of linear action steps, pert charts, and budgets over a 3 year period of time. They also thought that we’d help them select a design / build firm, a fundraising consultant, and so forth. The new building was going to cost about $4 million, they reasoned, so why not spend a few thousand to develop a good plan?

We started with focus groups and interviews – newcomers, longer-term members, and leadership. One by one, the people told us what the church meant to them. Many of the other churches in town were focused on budgets and buildings. They were run like businesses, at best, and country clubs at worst. But this church was different. It was truly focused on ministry. The building was incidental. In fact, being in a warehouse communicated something very important to them about the church’s priorities. The core value was simple: ministry over buildings. And since “every member in ministry” was part of their genetic code, the core value was even more important.

Well, it didn’t take a rocket scientist to figure out what they needed – a bigger warehouse, with a price tag that would be half the original estimate! If they had followed a long-range planning approach, they would have ended up with a traditional sanctuary that was totally incongruent with their own identity as a church.

When many churches announce a new building project, they see an initial decline in attendance. But Heritage Church took the time to align their building plans with their genetic code. As a result, they are cramming over 800 people into their old warehouse on Sunday mornings, and they have over 500 people in small groups – every member in ministry. If you had asked the leadership team three years ago where they would be today, they wouldn’t have even dreamed of the possibilities. They realized that they didn’t know the future, but they certainly knew who they were.

The Healthy Church
At TAG, we work with all kinds of organizations – Fortune 500 companies, federal government agencies, large non-profits, and churches. Over the years, we started noticing a universal pattern of characteristics. So, we began a research project, based on our experience and with the help of a management professor from Georgetown. From this research, we identified a set of principles that determine levels of organizational. This formed the backbone of an online survey that we now use in virtually every church that we work with – the Healthy Church Index. In fact, we are currently using this instrument in a new research project – a study of older churches who have sustained significant growth over the last five years.

As the Healthy Church Index began to gain national recognition, we were approached by a national alliance of design / build firms (The Cornerstone Conference Group). They told us that entering into a relationship with a church was often a huge risk – for both sides. They had a good process for conducting feasibility studies and demographic research. But they had no way of predicting whether or not the project would be a success. When we asked why some projects failed, they cited a variety of primary problems – lack of shared vision, lack of emotional support, dictatorial leadership, internal conflict and so forth. Project planning was not the issue that they needed help with. The church’s vision, leadership, and people were the issues that they wanted to assess before entering a relationship.

While the Cornerstone Conference Group has not conducted a true financial analysis of the cost-savings, they have estimated that an accurate assessment of the church’s health saves both sides an average of $40,000 in soft dollars alone. In the Healthy Church Index, we measure a variety of factors (benchmarked against national norms), that help determine how healthy a church really is. The church depicted in the graph was considering a building program – but their scores on the Healthy Church Index told them they were not yet ready to build.

We look at whether or not people understand and are committed to the church’s identity and direction; whether or not people are effectively mentored and developed as leaders; how well the church equips members for daily life. We look at how healthy the church’s communication and boundaries are. We examine how members perceive the church’s impact on the local and global community. We measure member satisfaction and levels of involvement. The Healthy Church Index assesses levels of trust – trust in financial management, trust in leadership, and support of the church’s direction. Since a building project or new initiative represents a change, we want to know how well the church has managed change in the past.

While the Healthy Church Index measures other factors, these are among the most significant. I’ve seen too many examples of churches that develop a “building plan”, without looking at who they are and what they’re all about. A committee develops a step-by-step action plan to conduct a feasibility study, hire an architect, contract with a design / build firm, start a capital campaign, and so forth. They have deadline dates, assigned responsibility, and measurements. But along the way, it all falls apart – regardless of how well-crafted the plan is. Why? Because many churches don’t take the time to look at their own identity, or to examine what level of health exists within their church.

The CEO of Nokia recently said that his long-range plan is now 90 days. We can’t look much beyond that. Churches don’t operate within the same kind of volatile context, but things change rapidly. In the 1950’s, information was doubling every 200 years. Today, it is doubling every 18 months. Identity is fundamental. Vision and strategy are critical. Church health is essential. Planning, however, should be short-term at best.

Invest Wisely, Plan Fluidly
I’m not suggesting that you fly by the seat of your pants. Go ahead and do your feasibility studies and demographic research. Get an outside look at whether or not your church is healthy. Develop your values, mission, vision, and strategy. a fundraising firm, architect, and design / build firm. But don’t waste your time on detailed action plans that extend beyond a few months. You will not be able to control the future or the changing environment. Invest most of your time in strategic thinking and discussion – so that your church is prepared for whatever the future may hold. Your plan should be fluid. Think of it more as the North Star, providing direction on the open sea – rather than a roadmap that gets you for point A to point B.

“We realized that our church loved the warehouse,” David Oaks told me recently. “It communicates who we are – a functional facility that allows us to do ministry. Our vision is to be a passionate community of disciples who significantly impact their world for Jesus. That vision came out of our first strategy session with you. And we live it and breathe it every single day. Every member knows what we’re about. It has taken three years of strategic thinking to get to where we are – and we still haven’t broken ground. That’ll come in February. But if we had just built a nice building, and developed a series of steps to get there, we would have killed our church – and wasted millions of dollars in the process!”

About the Author
Kevin Ford is the Chief Visionary Officer of TAG, a sponsor of Cornerstone Conferences. He provides consulting services and strategic planning services to businesses, government agencies, and churches around the world. He is the author of The Thing in the Bushes (Pinon Press, 2001) and Jesus For a New Generation (IVP, 1995). In addition, he is the co-author of the nationally acclaimed congregational survey, the Healthy Church Index. He can be reached via e-mail at kford@877tagline.com.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

By Bruce Anderson

We needn’t go much further than I Chronicles 17:1-4 to capture the heart of the challenges facing pastors today as it relates to building a new facility. If you recall King David’s conversation with Nathan the prophet, “Behold I am dwelling in a house of cedar, but the ark of the covenant is under a tent”. David was feeling guilty that he was living in a better constructed, and more comfortable place than the “ark of the covenant”, Nathan, advised David, go with your heart. We could even go so far as saying to our pastors today, follow the vision that the Lord has given you. There was a small problem for David however, the Lord instructed Nathan later that night to tell David NOT to build a new house for the Lord.

Building projects can catapult churches to new levels of growth and momentum. Projects can also spin out of control, leading to squandered resources and damaged reputation, especially if the Lords hand is not in it. But let’s assume for a moment that the Lord has told you to build His house, what should we do next? In previous articles, we've examined the process of carefully master planning a building project determining your financial capabilities, evaluating the environmental, code, zoning, parking, water retention impacts of your land, and now you are looking to determine the long-range goals of your church as it translates into space utilization to enhance ministry. Let’s now look at how to approach your building project.

WHAT IF GOD FULLFILLS YOUR DREAM?
In Bruce Wilkinson’s new book the “Dream Giver” his character Ordinary had been pursing a big dream, but didn’t realize that the Dream that God had given him was the picture of the “end results” not where the dream starts. The ministry is full of folks that have big dreams or visions that think that the Lord wants them to fulfill that entire vision now, when indeed it may be their life work, not their starting point of the dream. Look at Joseph, he was given a dream. Little did he know the heartache and trials that he would go through in the process, nor, that his dream was the outcome not the beginning.

Most ministry visions, as it relates to buildings and space, are limited to the capacity of the land to handle parking, setback requirements, and drainage issues, as well as, the financial capabilities and blessings of the church. Once these parameters have been established as to the maximum allowable square footage to be built on the property, it is time to understand how your current space will enhance or harm your overall vision and master-plan or whether you need to start thinking about relocation.

CURRENT SPACE UTILIZATION
I was in a church just the other day that was running approximately 1500-1600 in attendance on Sunday morning. The goal of the church was to try and modify their existing space to accommodate growth as they were feeling a space crunch. In fact, one of the minister’s offices was located in a cleaned out broom closet of about 25 sq. ft. When looking at the overall facility square footage of 25,000, their people capacity was only about 550 people. What happened? While the church was able to fit 1500 people in the sanctuary, the support space such as administration, classrooms, hallways, narthex, and fellowship were grossly lacking. Here is a good rule of thumb for you to use. For every person in attendance on site at any one time, you should multiply that number by 45-50 square feet to come up with adequate “campus” space to support the number of people adequately. So if you have a congregation of 500 people, then you would typically need a total facility space, including current space, of approximately 22,500 sq. ft.

Unfortunately, many churches are caught in a Catch Twenty Two of not having a strong enough giving base to support their attendance growth. So what kind of things can you do to maximize your facilities while growing your giving base?

Space Analysis- The first thing that you need to do is fully understand how you use or don’t use your space now. Let me use this analogy. Imagine that you have a 3000 sq. ft. home with 7 people living in the house. You have plenty of bedroom space, living room space, and kitchen space, but are only have a _ bath. The tendency is to say you need to build a bigger house, adding to the living room space, kitchen space, and bedroom space, when in fact you only need to add 2 bathrooms. Here are some rules of thumb.

Worship Space Area- 12-15 sq. ft. per person
Narthex Area – 15%-25% of Worship Seating Area
Pre-School Space – 35 sq. ft. per person
Children’ Space – 25 sq. ft per person.
Adult space – 12 -15 sq. ft per person
Multi-Use Rooms – 18-25 sq. ft. per person
Parking – 100 Cars per acre

Multiple Services- By reducing the number of people on campus at any one given time, you can significantly reduce your need for space. This is why we see several churches going to two, three and four services.

Space Timing and Utilization- Growth of congregations do not always translate into efficient use of the space that you have. This is where a solid assessment of what space is being used, by whom, at what times, what are the traffic patterns etc. This information may allow you to evaluate and change ministry habits that would better suit your current facility.

Temporary Facilities- Once you have identified where the major pressure points are coming from, you may be able to place some temporary facilities on campus to relieve some pressure until which time you can afford to build.

BUILDING POSITIONING AND PROXIMITY
Over the years, I have seen so many churches rush out to build their next building without any forethought on what the entire campus will look like. Assuming that you already have a well thought out vision of your ministry needs, it is time to start thinking about practical issues that impact the worship experience and every day life. How far will my people have to walk to get to where they are going? What happens if it rains? What are we going to do to facilitate those that are handicapped and elderly? Do parents have an easy drop of method for the children? Will the building position enhance or detract from the overall aesthetics and rooflines of the building?

While many of these items seem like common sense, you would be surprised at how often they are not thought through. The better you understand your vision and your people, the easier it is to plan.

WHAT DOES THE BUILDING SAY?
Think for a moment about any other buildings that you have the opportunity to go into in the course of your everyday life. Whether it is a hotel, home, business or church. What is your first impression? Why? If you’re the Ritz Carlton, you are making the statement that you are special and we will treat you that way. If you are the cheapo deluxe motel, you are saying were cheap but we’ll keep the light on for you. What does your building say? Does it say that we care about our children’s program because of the décor and design? Do you have colorful murals, or even interactive disneyesque play stations, or does your children’s space say here is a room with blank walls and cramped space, kids aren’t important? Does your worship facility look like a fashion statement from the 1950’s or does it meet the demands of your target ministry of 2004? The challenge for any church and design/construction team is to match your ministry philosophy and construction costs to say exactly what you want your building to say to members and attenders. Consider having a group of folks come in from the outside of your church to tell you what your building says to them about who you are as a ministry and see how well it matches your vision of yourself.

FINANCIAL POSITIONING AND PHASING
Back to the story of Ordinary in the “Dream Giver”. Where are you in the dream or vision that God has given you? Yes, you may have a vision of a 150,000 sq. ft. campus on 45 acres, with an all glass sanctuary, BUT you are currently in a 9,000 sq. ft. rental space, with $3,000 in the bank, and a 300 attendance on Sunday.

One thing that I have learned about God over the years is that God is still in the miracle business today. I have seen Him bless churches with facilities and building projects that seemed impossible lest He be in it. But, I have also seen ministries run ahead of God and falsely assume that God is completing their entire life work in one year. This unfortunately leads to disappointment and stalled projects.

Now that we understand how much space that we need, what our site master-plan will allow, what ministry statement you want to make with your building, it is now time to think about phasing your building phases to match your financial capabilities.

The scriptures tell us to count the cost before building a tower. In other words, know what your limitations are, not Gods. We both know that God is unlimited as to what He can do. In phasing a project, it is extremely important to design the first phase of a project within the financial capabilities of your ministry. Most institutions that lend to churches understand what those boundaries are and can give you a pre-determined number as to what they will finance you for. Once you have done this, this becomes Phase 1 of your project. You are probably asking yourself, what about the God factor? God can do it all. You are absolutely correct He can, the question is will He? For this reason you have planned your facility in Phase 1 to the maximum of your human capability, having wisdom in many counselors, now its time to watch God work. You may have on your master plan (4) four different phases, of which you can only finance one of them, unless God shows up. If He does then build all four phases, if He does not, then you have at least been faithful in taking the first step of your vision and God has plans over time to complete the rest. This will give you and your people a peace that surpasses all understanding that only God can give.

About the Author
Bruce Anderson is the Florida District Manager of Cogun Inc, a leading design/build firm for churches and Christian non-profits. Cogun has completed more than 600 religious projects in 29 states and is a member of the Cornerstone Knowledge Network. Anderson is a nationally recognized speaker, author, and consultant for religious non-profits.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

By Kevin Ford

“I’m so frustrated,” Pastor Bill groaned. “Seems like every new idea I bring to the table gets shot down. We are living in a new era. Our neighborhood has changed. The demographics are not what they were when this church was founded twenty years ago. We are living in a predominantly Hispanic neighborhood. But look at our church. We are 97% white! And the elders and old-timers just balk every time I mention needing to add a Spanish service, or teach ESL classes. I’m at the end of my rope here!”

Sound familiar? Pastor Bill had hired us to develop a strategic plan primarily because he had not been able to generate support for a new direction. As he explained his situation to me, I concurred. Yes, they were in the midst of a huge demographic swing. Yes, the church needed to become more Hispanic-friendly. No, the members were not supporting his ideas. He was stuck. He had the right ideas – but the wrong approach. Pastor Bill had failed to pay attention to the most significant issue in this entire process: the church’s code.

Defining Code
Every organization in the world has its own unique code. Fortune 500 companies, government agencies, school boards, mom-and-pop shops, and churches – they all have a code. By code, I mean the essence or soul of that organization. The code of any organization can usually be captured in a handful of words of short phrases. The code of an organization really has nothing to do with the organization’s mission, purpose, or industry. For example, consider the fast food industry. All fast food restaurants do virtually the same thing – they sell mediocre food quickly and inexpensively. But look at the differences between the codes of each fast food restaurant (see chart).

Code in the Fast Food Industry
McDonalds - Consistency and Kids
Burger King - Customization
Subway - Healthy and Fresh
Taco Bell - Cheap
Arby’s - Grown-ups
Krispy Kreme - Decadence

Think about this. Each of these restaurants is in the same industry, they compete for similar customers, they draw from the same employee pool – but their personalities are very different. Taco Bell was the first to introduce the value menu – remember those 39 cent tacos? High school kids would order 10 at a time! And Subway has made a fortune off of one guy who lost a lot of weight eating Subway sandwiches every day. And before anyone knew what fast food was, McDonalds sold us on the idea that we could walk into a restaurant in Des Moines and it would be no different from a restaurant in New York. Krispy Kreme makes no bones about the fact that you will gain weight just by looking at one of their doughnuts. But that is part of their code – a little indulgence every now and then is good for the soul. And when we want to indulge, we don’t look for 7 grams of fat or less at Subway. We go to Krispy Kreme and down 4 or 5 doughnuts in a couple of bites. Each of these restaurants has a clearly defined code. And that code makes them unique from others in their industry.

The problem with code is that, over time, an industry begins to develop a code. The genetic DNA of the prominent players within that industry begins to merge. Pretty soon, they all look the same. Think of McDonalds. Forty years ago, consistency was a novel approach to restaurant management. Today, all fast food restaurants employ a strategy of consistency – its become part of the industry code. And now McDonalds is floundering in a lack of identity and unable to differentiate itself. When Taco Bell introduced the value menu, they were mavericks. Now McDonalds, Burger King, Hardees, and many others have followed suit. As identities become diluted, customers become apathetic. Organizations must constantly look at their code – and understand their code as unique from the industry.

And that’s where the modern American church has experienced problems. The average American has no clue what makes one church different from another, or one denomination different from another. Sure, the insiders can distinguish the theological differences between the ELCA and LCMS, or the PCA from the PC/USA. But theological distinctions do not constitute code. Code is not about beliefs. It is about personality. It is about identity. It is about who we are. The average American thinks “church” in very stereotypical terms. Face it – most of our churches get lumped in with what the media portrays. That is our “industry” code.

But a healthy, productive and successful church is built upon a clear guiding and distinctive code. Every church has a code. Very few have taken the time to discover it. What makes your church different from the church down the street? What makes your church’s code different from the codes of the prominent teaching churches such as Willow Creek, Saddleback, and the Community Church of Joy? What makes your code unique within your own denomination?

Code is based on archetypes. It is based on intuitive responses that individuals have to certain symbols. Most BMW drivers have similar responses to the code of BMW. They don’t buy cars for fuel efficiency or cost. There is something deep within their personality that resonates with the code of BMW. And that’s why they don’t buy Hondas. As church leaders, we must ask “why do people choose our church?” I’d bet that the majority of your members do not choose your church for theology. We make significant life decisions based on intuition – not reason. But then most of us have learned to use reason to justify our decisions after the fact. We don’t choose our spouse based on reason. Our personal code attracts us to others who have similar codes. Your members have chosen your church because they are attracted to your church’s code – even if you haven’t yet discovered it.

The code shapes church culture, values, focus, and mission. It creates the core ideology. It creates a context for vision and strategy to emerge. It shapes the stories we tell, the rituals we observe, the unspoken rules we follow. It is crucial that all the people in the organization be committed to a healthy code. The code sets the direction for all the members of the church. It is the church’s lodestar or compass point. The code keeps everyone in the "boat" rowing in sync and in the same direction. When the code is clear and every member buys into it, allying himself or herself with that code, then the entire church pulls together. When a few people lack commitment to the code--either because they don't grasp it or because they actively disagree with it--you have people rowing out of sync and in the wrong direction. Before long, the "boat" is going around in circles instead of moving forward. Most change initiatives in churches, like Pastor Bob’s, fail for one reason: the pastors and leaders ignore the church’s code. The vast majority of member turnover is due to a mismatch between church code and personal code. By cracking the code, a church unlocks the power of its people, its ministries, and its services. And only then can the church experience true transformation.

Cracking Your Code
Code is usually shaped by the church’s founders. Pastor Bob walked into a situation where he was the 10th pastor in eleven years – and everyone of them left because they say the lay people as controlling. The founding pastor served the church for nine years. He loved and served the people. He visited them on a regular basis and made everyone feel safe and secure. The string of new pastors, all visionaries, were frustrated that the lay people didn’t seem to want the church to grow.

The demographics in their community had changed drastically over a ten year period. Twenty years ago, the church was started in the middle of a new, growing community comprised of young white families. The ministries and programs of the church were all geared toward these young families – and the church had a heyday. But things had changed. The neighborhood’s growth was in decline. Families were moving out further into the suburbs. The community was now older and predominantly Hispanic. And the church was in decline. The remaining members wanted the strategic plan to focus on improving its ailing children and youth ministries. Pastor Bob wanted to reach out to the neighborhood in all its diversity. Conflict emerged and the church was in trouble. A strategic plan would have been useless without first helping the church crack their code.

The lay leaders thought their code was all about “family” – and Pastor Bob was resistant to this. He knew the church would die if it didn’t somehow reflect the demographics of the surrounding community. As I conducted focus groups and interviews with members and non-members, the true code began to emerge. The “family” metaphor was simply an expression of the church’s real code: safety. The existing members wanted a place where they could feel safe. They were threatened by the changing community. Pastor Bob’s vision didn’t seem to protect the church’s code, the need for safety. But once we understood that part of the church’s code was related to “safety”, we were able to move forward in the planning process. A new church slogan was developed: A Safe Place. Core values were created out of the code: A Safe Community; Unconditional Acceptance; Focus on People; Loving Our Neighborhood.

Once the lay leaders began to actually feel safe, they were able to move into a strategic plan – one that protected the code. Interestingly, the code became the launching pad for a new direction – and the lay leaders were the ones who pushed for creating a place that would be safe for the neighborhood. They began to realize that their current ministries were not “safe” for the Hispanic and elderly populations in their neighborhood. Existing programs for young families were closed down. New ministries were created that were geared toward the demographics of the neighborhood. The church lost a few members in the process. But for the most part, everyone was excited about the new direction of the church. And the new direction of the church could never have taken root if we had not first understand the church’s code.

To break your code, you must begin with the symbolic expressions of your code. Like it or not, your architecture and décor reflect your code. Your church’s heroes (former pastors and lay leaders) symbolize your code. Your churches stories, myths, and rituals reflect your code. Once you understand your code, your church’s planning process should then make sure that your core values, vision, mission, and strategy account for your code. If there is no alignment, this will create conflict that requires resolution. It will require a change either in your strategic plan or in your symbolic expressions of the code (which tend to be more resistant to change). Enron’s core values (according to their 2000 Annual Report) included integrity and respect. But their unspoken symbols (which reflect the true code) were incongruent. Enron needed to realign their practices and unspoken symbols. They failed. Enron needed to change their code. Many organizations, including churches, also need to change their code. But that process is painful and difficult.

Changing Your Code
Can a church change its code? Absolutely! But there are only two viable options: you must introduce genetic diversity or you must produce offspring. Genetic diversity splices two codes together to form a new code. This sometimes occurs through mergers. But mergers can be tricky – and the newly formed code is often not attractive to either side of the merger (which is why the turnover rate is so high in merged companies even ten years after the merger). Consider Hewlett-Packard. When Bill Hewlett and Dave Packard formed their company, they were management mavericks. They created a culture that, above all, valued people. This came to be known as their code – the HP Way. When the company spun off its metrics division in the late 90’s, the initiative was called “Clone and Go” because HP was so committed to preserving its code. But when Carly Fiorina took the reigns of H-P, her first major initiative was a merger with Compaq. She was met with enormous shareholder resistance, led by Walter Hewlett. The merger would result in thousands of lay-offs at H-P offices around the country -- a direct challenge to the H-P Way, the code.

The merger was finally pushed through. Since then, stock prices have plummeted, lay-offs have occurred, and many of the top execs have left. H-P has had a successful public relations campaign since that point, but the jury is out on the future success of that company. Perhaps a merger was absolutely necessary. But, like a heart transplant, the new code is still in formation. Only time will tell if the new code will be accepted or rejected. In general, mergers are not the best alternative – for companies or for churches. They rock an organization at its very core – the code.

Genetic diversity can occur less painfully by introducing a large group of new people into the church through backdoor ministries and alternative services. Many churches are finding that in order to reach postmoderns, they cannot do this in their Sunday morning worship. I worked with a large evangelical Boomer church in Canada who developed a midnight service on Friday nights to attract postmoderns. Sunday morning was a fairly typical “evangelical contemporary” style of worship with a few praise songs and good expository preaching. But the Friday night service was filled with an array of experiences – candlelight, visual arts, interaction, story-telling, and various forms of liturgy. It attracted a group of people who would never consider the Sunday morning service. Eventually, this group of people became informal leaders within the church. The ministries and programs throughout the week began to change form. The Sunday morning folks began to take notice. Some left. Some began to embrace the alternative approach. Over time, the church was able to successfully change its code from being a church firmly rooted in the modern era, to being a church that acted as a bridge from modernity to postmodernity.

The second option for changing your code is to produce offspring. Your church’s code doesn’t fundamentally change, however. What you are doing is creating a new code somewhere else. In this scenario, you must accept that the physical location and genetic make-up of your existing church will eventually die. Messiah Lutheran Church, a growing LCMS church in the St. Louis area, recently decided not to buy new property or build a new building to accommodate their growth. Rather, they have enlisted other LCMS churches in St. Louis to launch a church-planting initiative with a vision of planting 10 new churches over 10 years. They understand their church as an organism that changes and reproduces –rather than an institutional bureaucracy that exists to perpetuate itself.

Aligning Your Code
Once your church has truly defined its code, you will want to build everything around the code. Your values should protect the code. Your mission statement should reinforce your code. Your vision should express your code in the coming years. Your code should guide decision-making. It should define who leads, who is hired, and who is fired.

Your brand (marketing message, collateral materials, church newsletter, bulletin, and other printed matter) should be designed with your code in mind. Your church’s architecture, décor, and design should symbolize the code. Do not enter a new building program without first understanding your code. Your church’s code should be integrated throughout your entire church.

One of the greatest questions of human existence is simple. Who am I? If you are new to the church, you will need to take a year or two to ask this question – of your church and of yourself. Without a clear answer, you will not be able to lead effectively. But once you’ve cracked the code, you will unlock the power of your church’s DNA in ways that are potentially beyond your wildest dreams.

About the Author
Kevin Ford is the Chief Visionary Officer of TAG, a sponsor of Cornerstone Conferences. He provides consulting services and strategic planning services to businesses, government agencies, and churches around the world. He is the author of The Thing in the Bushes (Pinon Press, 2001) and Jesus For a New Generation (IVP, 1995). In addition, he is the co-author of the nationally acclaimed congregational survey, the Healthy Church Index. He can be reached via e-mail at kford@877tagline.com.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

By Kevin Ford

“This is hogwash!” General Cabot threw the report on the table. All the medals in the room shook with the force.

General Chase glared at me and echoed his colleague’s sentiments. “Transformation? You call this transformation?! This is like shifting the deck chairs on the Titanic. This isn’t change. We need real change if we’re going to be able to combat terrorism!”

Twenty sets of eyes were fixated on me. The generals, the highest ranking in the U.S. Army, were about to kill me (although I’ve changed their names for the sake of confidentiality). Our company, TAG, had been hired by the Office of the Chief of Staff (the highest ranking general) to lead the senior officers through a series of recommended changes. They were in the midst of their “Army Transformation”.

Another consulting group had drafted a 400+ page report of recommended changes (we estimate that their report cost the Army about $2 million). I thought my job would be easy – just get the generals to say “green light”, “red light”, or “yellow light” to the other firm’s recommendations. We didn’t even have to make any recommendations. It seemed rather linear to me. Our contracting officer, a colonel, had been very clear with me about this task – and he was on the line for completing the task. If we failed to complete the task, he would probably never be promoted – or even shipped off to some undesirable post. We were not asked to do anything else – no recommendations. We were simply to facilitate a yes, no, or maybe around the list of recommendations. But something else was going on – and I couldn’t quite put my finger on it.

The infrastructure of the Army Staff was designed to support two major land wars on different continents simultaneously – a relic of the Cold War. But things had changed. The Cold War was over. The emerging enemies (primarily terrorists) were numerous and had no geographical boundaries or geopolitical affiliations. The generals knew that true transformation had to occur. And they also knew that the other consulting group had missed the mark in its report. The recommendations focused on incremental changes – moving a particular department from one side of the Pentagon to the other, and so forth. I was caught in the middle of an emerging conflict – and not quite sure what I should do next. The glares told me all that I needed to know. I had lost almost all hope of a successful outcome. I was either going to fail the generals in their desire for true transformation, or I was going to ignore the requirements for our contract (which would result in big-time trouble for the officer who hired us). True change was required. But the internal conflict created a catch-22. It was a no-win situation. I was going down, and going down fast.

The Nature of Change
So what does a church have to do with the U.S. Army? A lot! Every organization dances the same dance. Every pastor or lay leader in the country has been through their own variation of my project with the Army. For example, I was recently contracted by a large East coast church to examine their facilities needs. I’ll call the church First Church. The task was, once again, fairly straightforward. They were out of space and had enormous parking problems. They wanted to know whether or not they should relocate or renovate. But in my assessment, I found other issues. First Church lacked a clear vision. Their leadership structures would not permit future growth, regardless of facilities. The facilities issue was a real issue, but it wasn’t the real issue. When I found myself in another catch-22. Should I simply provide facilities recommendations? Or should we focus on the deeper issues? I took a risk and decided to go for the latter.

Over the course of three days, First Church’s leadership began to realize that they had not been able to solve their facilities issue themselves, precisely because they hadn’t answered the deeper questions. How could they build a building if they didn’t understand what purpose it would serve? During the session, one of the lay people said, “Now this finally makes sense. If we’re going to build an education wing, we have to know what purpose it serves. Will it be for Sunday School? Will it be for small groups? Will it be for a school? Same goes for worship space, and office space, and a gym or fellowship hall. We could never have answered an architect’s questions without first having a clear focus!” During the session, conflict emerged. But the conflict was healthy – and focused around the church’s core values, mission, and strategy. At the end of the session, they were finally prepared to discuss the facilities issue.

During the process, I also discovered that the group wanted to avoid the deeper issues by focusing on the facilities. They were scared of the potential conflict that might arise if they talked about strategy, vision, and leadership – because conflict had been painful in the past. They thought that they could just build a bigger building on a new site, and the conflict would somehow go away. They never realized that even the facilities issue was wrapped up in the need for change.

Change follows conflict and conflict follows change. It is a dance where one leads and the other follows, and then they switch roles. Yet it continuously baffles me as to why there is so little written about this dance. You can’t have one without the other. Change comes in many different flavors. Some changes are seismic shifts that cause earthquakes and create new continents. The shift from modernity to postmodernity, or from the production age to the information age are seismic shifts.

Other changes are less drastic and are seasonal transitions that turn buds into flowers. The typical church thrives for about 40 years. Why? Because that represents the leadership span of one generation.

Charles Handy, a British business writer, calls this the Sigmoid Curve. An organization goes through four basic transitions in its life-cycle: development, growth, maturity, and decline. But the church must go through transformational change if it is to survive beyond one generation.

The Nature of Conflict
Conflict is usually driven by the need for change. Conflict is a healthy reminder that we need to adapt. But as I consult with dozens of churches and businesses around the country, I hear many people label conflict in personal terms: “We have a personality conflict” or “She is just being stubborn” or “He is manipulative”. Once we personalize this type of conflict, we miss the opportunity to resolve it. Personalized conflict is unsolvable because it shifts the conflict away from the issue and onto a person. There are essentially two types of conflict. At TAG, we call these the Red Zone and the Blue Zone.

The Red Zone.
Red Zone conflict is personalized conflict. It is driven by our own emotional reactions to another person. We couch it in personal terms and talk about our differences. But Red Zone conflict is rarely our differences. Rather, it is personalized conflict around our similarities. The Red Zone is about our own issues and baggage – usually the same issues and baggage as the other person.

First Church was a prime example. The senior pastor wanted a new location and facility. But the executive pastor did not. They began to personalize the conflict and took opposing sides. They saw the conflict as personal – and about their differences. Each told me that the other person was stubborn and controlling.

But I found something else going on. The senior pastor confided in me that he didn’t think he was able to lead his people effectively – but had never come to terms with this. He was an introvert, and struggled in his interactions with people (although the people didn’t sense this). So, he unconsciously saw a relocation as a way of distracting his attention – he would have a great excuse for not leading people. At the same time, the executive pastor was scared of leading a relocation effort. He continually struggled with his job. He felt like he had no sense of direction, and couldn’t execute the church’s daily operations effectively. The possibility of having to lead a relocation caused his anxiety to soar. It suddenly became crystal clear that their conflict was not over their differences, it was over their similarities. They were both insecure in their leadership. And they were both in serious denial about these insecurities (which kept them from giving up control of the issues). By focusing on the facilities, the conflict was couched as differences. The facilities issue had allowed them to avoid facing their own baggage. We met for a few hours prior to the planning session – and they began to understand their own Red Zone.

With this understanding, they then moved back to the real issues of vision and leadership. The senior pastor recognized that the relocation would be a work-around for his unresolved internal issues. So, he committed to considering a new leadership structure that would allow other people to take on more people leadership. Likewise, the executive pastor began to understand that a clear vision would actually provide more focus in his daily operations. Their own denial about these issues, kept the church from addressing them. But once they understood their Red Zone, the church was able to move through the process. This ultimately resulted in a great sense of unity and purpose among all leaders and members in the church.

But they never could have moved there without first moving out of the Red Zone.

The Blue Zone.
Whereas the Red Zone is personalized conflict, revolving around unresolved issues in self, the Blue Zone is “professional” conflict revolving around issues. And it constantly keeps the focus on the issues by monitoring the process. Effective leaders engage Blue Zone conflict by adopting a number of practices (of which volumes have been written). But one of the most important practices for a leader is to moderate the level of anxiety.

Overwhelming change brings about overwhelming resistance. Resistance is high because anxiety is high. If a change initiative is introduced, and people expect that a decision is required immediately, the initiative will fail. People will either shoot it down in the meeting, or undermine it after the fact. Because many leaders have experienced this, they go to the other extreme and completely avoid the issue. At this point, anxiety is too low and change will never occur.

Effective leaders know this and so they introduce change incrementally – one step at a time. They create a safe place for change to be discussed without threatening the entire church. At TAG, we encourage pastors to use a simple tool to introduce change, while regulating stress. We call it the 3-D Method. When a significant change is needed, the 3-D Method calls for three distinct phases: Dialogue, Discussion, and Decision. Each phase may require numerous meetings, but it is critical for team participants to know which phase they are in, because each phase has different ground-rules.

The Dialogue phase is usually one or two meetings where people simply exchange ideas, without feedback. During this phase, the goal is to gather as much information as possible. Look to outside resources. Listen to each person. Capture all of the data. Don’t agree or disagree. Then stop.

The Discussion phase occurs several weeks after the Dialogue phase. Once everyone has had a chance to review the data and think about it, then the group comes back together. No decisions are allowed in this phase. Participants are free to agree or disagree with each other. The goal of this phase is to clarify the issues and provide scenarios, or options.

The Decision phase occurs usually within two weeks of the Discussion phase. During this phase, conflict will emerge, but it will be much less significant because the group has already gone through Dialogue and Discussion. If this phase drifts into the Red Zone, each participant shares the responsibility of helping to de-personalize the conversation. At some point, the leader then calls for a group decision. And remember that the best decisions are usually not unanimous decisions.

Dancing the Dance – The Army’s Real Transformation
If a car won’t start, we simply change the battery. But if a church needs to change, it is not quite so simple. The leader must understand the nature of the required change, and effectively engage the conflict that arises. Sometimes, we think the change is external, when it’s really internal. And sometimes we think we’re in the Blue Zone, when we’re really in the Red Zone.

As the generals stared at me, my palms began to sweat. It was a Catch-22. If I changed the format of our meetings to focus on the kind of transformation the generals wanted, I’d single-handedly send the contracting officer to Guam for the rest of his life – and we’d be out of work. If I went ahead with the agenda, I’d have resistance from some of the toughest people on earth – and no change would occur.

Just at that point, Joe Jurkowski (one of my colleagues at TAG), raised his hand. He asked one simple question that silenced the room: “Which one of you is going to tell the Chief of Staff that he just wasted $2 million?”

No one said a word. In one simple question, Joe had brought clarity to the real transformation that was needed. The Army was hierarchical. And the generals were not willing to sacrifice their careers by telling the Chief of Staff that he had wasted money. Likewise, the Contracting Officer was caught in this hierarchy. If he didn’t complete his assigned task, he would be reprimanded. An external change (the threat of terrorism) brought to light the need for transformational change (moving away from hierarchy), but the entire group was in the Red Zone. They all wanted the external change, but finally realized that they would only be successful if they addressed the deeper issues of transformation. This issue had not appeared in any reports. But they all knew that it was the very thing that was holding the Army back.

After Joe’s question, we were then able to move through the process – one step at a time. We told the generals that we first had to go through the series of recommendations. Once we did that, we would use the remainder of our time to recommend higher level changes that would indeed lead to transformation. The level of anxiety had been moderated for the generals – and they then set the stage for introducing transformational change to the Chief of Staff at a level that he could also tolerate. When the generals presented the final debrief to the Chief, there was conflict in the air – but it was Blue Zone conflict. Sure, they had completed their task. But they also introduced a new element. By simply presenting the recommendations for moving beyond hierarchy, they were challenging the hierarchy. Transformation had started in the U.S. Army – just nine months prior to the war on terrorism.

When it comes to organizations, conflict, and change, churches are really not much different than other organizations. Whether we’re talking about a church or the U.S. Army, we have to see our organizations as dynamic organisms. We need to understand the interconnectedness of change and conflict. If we can gain these skills, we will begin to fulfill the mission that God has given us.

About the Author
Kevin Ford is the Chief Visionary Officer of TAG, a sponsor of Cornerstone Conferences. He provides consulting services and strategic planning services to businesses, government agencies, and churches around the world. He is the author of The Thing in the Bushes (Pinon Press, 2001) and Jesus For a New Generation (IVP, 1995). In addition, he is the co-author of the nationally acclaimed congregational survey, the Healthy Church Index. He can be reached via e-mail at kford@877tagline.com.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

By Bruce Anderson

For 50 years, Presbyterian Home (Quitman, GA) has served the needs of its now more than 246 residents. Photo provided by freelance journalist Noelle Rutecki, Roswell, GA and the Richmond Sterling construction firm.

There is a strange phenomenon sweeping our nation that affects religious leaders of every denomination. One evening, they go to bed as leaders of a church and awake the next morning to find themselves at the helm of a "faith-based organization" (FBO). It is a distinction that means little to one's staff, members or neighbors but it suddenly makes it easier (and politically correct) for politicians and government agencies to come calling for help.

Long esteemed as the enlightened, benevolent eradicator of society's ills (crime, homelessness, poverty and so on), government agencies have all but capitulated in the face of these stubborn challenges. However, despite the social welfare system's inability to create a perfect society, government agencies are still under a mandate to impact America's communities positively. Problems caused by the widening gap between the "haves" and "have-nots" are exacerbated by a dearth of affordable housing for lower-income individuals and lack of suitable care for the aging American population.

In a final effort to achieve what are, at heart, charitable ends, the government is turning to the original (and effective) charitable organization: the church. In essence, mankind has reached the point where every counterfeit for God's power (money, government, philanthropy) has come up short in its problem-solving capability. That government and social scientists are now turning to the church for answers is proof that God provides opportunity for us to answer His call.

At the same time, these secular institutions are providing the financial resources that can allow churches to care for others, to follow the biblical mandate to "honor thy father and mother." A common project pursued in these partnerships between the church, government and business is the construction of senior housing facilities, which enable churches to minister to the fathers and mothers of a community rather than simply warehouse them.

Sadly, at a moment in history when they have a captive secular audience and the opportunity to model the biblical mandate for helping others, churches are often incapable of effective action. Although such action is well within their capabilities and resources, many churches cannot imagine themselves developing affordable housing, spurring economic growth in their area or building a senior living facility. However, academics and bureaucrats are right to admit that the church is the original and only remaining social organization that can bring about renewal in American communities.

Despite the good intentions of these government and business concerns and the church's own mandate to care for others, numerous obstacles stand in the way of legitimate "faith-based community development." First, because of huge differences in culture, priorities and even language, churches often find it difficult to communicate effectively with government and business entities.

Secondly, churches often avoid involvement because of perceived financial burdens and risks such projects might entail. (One nice thing about working with government is that its main contribution usually takes the form of funding.) Thirdly, some business concerns are leery of working with an organization that prioritizes ministry over a pure profit motive. And, finally, some agencies and financial backers are wary of "faith-based organizations" whose past funding requests may have conveyed an ignorance of basic finance, design principles or "business" sense.

Despite these challenges, there are churches around the country that are taking a lead role in development. They're discovering what it's like to have an additional revenue stream that dwarfs what they may have seen from other efforts like bake sales, book and tape revenues or even planned giving.

Clarify your vision
First, you must have a clear grasp of the God-ordained vision and passion of your church. If it includes a commitment to the elderly or lower income neighbors, a properly managed project can provide wonderful outreach opportunities. However, any FBO that steps into such a project simply to make a buck, bolster an ego or impress other people will likely fail. And, unlike a developer that might fail and discredit his company, a church that fails can discredit the faith.

Market research
Once that is settled, your next step is to gather empirical evidence of market demand for your project. You must have accurate data on the existence of a ready market including population projections, a detailed breakdown of age and income, housing absorption rates, future growth trends and the like.

Community awareness
One must also have a feel for the "comprehensive vision" from your community-at-large. Don't proceed until you have a handle on the community's consolidated plan (if there is one), zoning issues, and personality issues that might come into play. The old axiom about not fighting city hall is especially wise counsel in this circumstance. Fortunately, when it comes to senior housing in particular, there are few, if any, cities in America that will fight you due to the overwhelming need.

When you have completed your preliminary assessment, it's time to review the information in the context of your church's mission and vision. Through prayer, study and wise counsel, you may discern that, despite a fertile market, the project is not right for your church. If this is the case, stop before you do harm. However, if such a development is economically viable, will fit into and improve your community and is in full agreement with your God-given vision, consider moving onto the next step.

Financial analysis
Community development projects require church leaders to shake off a lot of habits and notions developed from living on the proceeds of the offering plate.

Grants
Government grants are often applied to predevelopment soft costs. However, the grants normally cannot be paid directly to a church, meaning you'd have to incorporate as a non-profit Community Development Corporation (CDC) and/or create a Community Housing Development Organization (CHDO). Incorporation as a CDC is a common paperwork drill and training of leadership, but the structuring of a CHDO involves significant interaction with the community that your organization will serve.

Tax credits
If your research certifies that you have an appropriate percentage of people in a particular financial risk category, you may qualify for tax credit funds. Typically, tax credits are used as leverage for making a project work. For example, if you have a $10 million project planned and you qualify for a 4% tax credit, this translates into just under $4 million in equity that you can sell to investors. This leaves you in the position of financing the remaining $6 million and change.

Leverage
If you already own the land on which you'll be building, you might be able to sell off a portion of the property or borrow against it to get development dollars. In today's lending climate, the key to securing financing is putting together a project that makes "financial sense." Also, financing arrangements run the gamut, from using a combination of government and private dollars to financing it entirely through loans.

Risk assessment
As with any undertaking there is always a downside, but not as many as one might think. Some key concerns might be, "Who pays if this project tanks?" "Would a default kill our church?" This takes us back to incorporation as a non-profit CDC or CHDO. Such an arrangement minimizes liability through the use of non-recourse financing under which the property and the project are the collateral.

Another concern expressed by churches is the issue of "marrying the world" to complete a project. If a development of this sort is structured properly, the church will own 100-percent of the project and 100-percent of the profits. If you choose a reputable Christian development group, your facility and its management can be structured to augment ministry.

An effective project is not just a social gospel story--it's evangelistic as well. People won't often listen to what you have to say until you've done something for them. A church that shows compassion for people may have greater credibility with the downtrodden than a church that simply builds prettier and pricier sanctuaries over the years. And what better way to convey this compassion than one that witnesses to the world at large as well?

About the Author
Bruce Anderson is the Florida District Manager of Cogun Inc, a leading design/build firm for churches and Christian non-profits. Cogun has completed more than 600 religious projects in 29 states and is a member of the Cornerstone Knowledge Network. Anderson is a nationally recognized speaker, author, and consultant for religious non-profits.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

By Bruce Anderson

It's hard to believe but your building project has finally begun. The strategic analysis is complete, the permits are posted, and the church body has warmly embraced the concept of spiritual giving. And for some reason the equipment operators seem to converge outside your window to rev their engines or drive in reverse (with that ear-piercing beeping) every time you pick up the phone or open your Bible.

The sounds of construction equipment should be a gentle reminder that it is time to begin a parallel phase of your building project focusing on your staff. Just as the foreman can't drive every yellow tractor, no pastor can do everything, especially in a growing church. Your own construction crew--your staff and lay leadership--must be prepared to handle increasing levels of responsibility that accompany a larger facility and a growing flock. To ensure your organization is ready to take on this challenge, you need to "get" a few things.

Get away
First, you need to get away from the demands of church administration for a few days. Take time to pray together, play together, restate the vision and discuss the future of your church. These activities don't require a week long visit to an Arizona spa. A church-affiliated camp, a decent hotel with a conference room or a church member's lake cabin should provide the right atmosphere.

Get a grip
Begin your retreat by getting a grip on your vision. It may seem redundant to restate the vision to a staff who has heard it before and even repeated it to newcomers, but they need to hear it from their pastor and leader. Be ready for them to ask questions and even make recommendations for improving it.

Get a glimpse
With the vision as your starting point, it is important to get a glimpse of your future so that you can plan toward it. Ask and answer questions with your staff to define exactly what kind of "business" you are in.
• What are we called to accomplish?
• What elements of our ministry should stay?
• Which don't fit and should go?
• What will our church look like in one, three, five, 10 and 20 years in terms of:
1. Ministry focus
2. Anticipated numbers (in service, in child care, in Sunday school or small groups, of ministries)
You might be startled at the wide variety of mental pictures your staff members have of your church in 20 years. A clear goal will minimize misunderstandings while providing a framework for staffers planning their own ministry segment. Of course God will take your church in whatever direction he needs, but people need a plan.

Get practical
Take your inquiry in the other direction and discuss where the church will be in the next 90 days. Bite-size time segments enable people to create and embrace a plan of action.

Take this time to talk about "people" issues like managing the flow of car traffic into the parking lot or foot traffic through the nursery. Discuss training on everything from the new sound system to the newfangled coffee makers. Explore how you'll build awareness of your new building. Will you run advertising, write press releases or arrive at your first service in a monster truck? Identify members of your congregation who can help with these issues.

The preceding steps should easily fill a two-or three-day retreat. Having identified your challenges and roughed out a plan of attack, it's time to make sure your team can handle it. The following aspects of team development might best be undertaken with the counsel of a respected business leader from your congregation and/or a reputable consultant.

Get a handle
To get a handle on your staff's capabilities, begin by assessing overall team chemistry. Simple, confidential surveys of staffers will reveal:
• Do they trust each other?
• Can they work together?
• Do they need each other?
• Do they have confidence in the team?

Pinpoint nagging, divisive issues then address them. The challenges ahead dictate a team effort, not individuals striving alone, unwilling to ask for help or share credit.

The next step is a strength assessment (also called psychological profile or spiritual gifts inventory). Can a staff composed entirely of high-minded visionaries and no worker bees get you where you're headed? Your football team may have 10 dependable linemen, but who will take a hand-off or run a pass pattern? This exercise may reveal the unpleasant fact that your church may have outgrown certain staffers.

Get a plan
You're now ready to get a plan for staff development. Look at hiring patterns and discern whether you hire up, laterally or down in the skills area. If you really want your venture to succeed, be willing to "hire up." This can be a tall order if you wrestle with pride or control issues, but great organizations are great because they dare to hire up.

Next take a look at your training program (if you even have one). What skills do your people need to administer better programs or use your new equipment? Can a staffer or church member instruct them or should you retain a professional trainer?

Review your performance measurement process. Do your staffers have clear-cut objectives and standards they must meet? Do you have regularly scheduled evaluations that are tied to compensation?
It's not a popular topic with churches, but staff compensation also deserves a long look as well. Rare is the person who is drawn to the ministry for the fabulous pay and benefits. However, few things can sap a person's spiritual strength and energy like a family that is suffering because of his or her calling. At the same time a pay raise may be impossible from a financial or denominational perspective. You might explore other options like paid vacation, bereavement packages, sick leave arrangements, donated health club memberships and the like.

Consider other financial incentives. Although the Spirit should be the guide for a person in ministry, dollars can provide a remarkable incentive for excellence in certain, more "secular" areas. Instead of punishing free spenders, contemplate a financial incentive for staffers who complete their projects under budget and on time. Also set aside budget dollars for staff celebrations, gift certificates for on-the-spot rewards and simple birthday gifts. Your creativity and caring will be returned to you in the form of an energized staff that looks to improve performance.

Finally, examine your requirements and programs for spiritual development. Are your people burned out, stumbling around with empty spiritual fuel tanks? Do you have guidelines for your people in terms of study and prayer time? Are you teaching your own staff? Are you setting standards for spiritual growth then leading by example?

Get going
The final step in your process is to get going. Over planning can be as bad as no planning at all. Lead your staff, your lay leaders and your church and help them prepare for the changes that will accompany your new or improved facility. Rather than scowl next time a backhoe interrupts your study time, smile and remember than you are a foreman of your own skilled crew.

About the Author
Bruce Anderson is the Florida District Manager of Cogun Inc, a leading design/build firm for churches and Christian non-profits. Cogun has completed more than 600 religious projects in 29 states and is a member of the Cornerstone Knowledge Network. Anderson is a nationally recognized speaker, author, and consultant for religious non-profits.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

By Bruce Anderson

If you pick up a bible, leaf to the first page and read the first three words, what do you learn about God's approach to creation? He started, "In the beginning..." Pastors often find themselves in a bind because they didn't follow this approach with a construction project.

Churches feel pressure to build for a variety of reasons. A fortunate few have jammed parking lots and services with people standing for lack of a seat. These churches need more space, while others need more spaces (separate rooms for new ministries, classes or simultaneous committee meetings). If pressed, some pastors might even confess to starting a building project just to stir up a little excitement in their congregations. Whatever the motivation, at any given time there are hundreds of churches across America leaping into building programs.

At the same time, there are a proportionate number of churches being sorely tested by building campaigns gone wrong, often because they "started in the middle." Some run out of money because they overestimated their members' willingness to give, while others crash because of internal conflict over vision. Some churches complete their project only to find they over-built or underestimated the monthly cost of those little luxuries like electricity, heat or running water.

Of all the examples one might see of churches "starting in the middle," we encounter one scenario more than any other when counseling churches at an impasse. Having for whatever reason decided to build, countless churches rush out and hire the architect that designed that huge church across town or that cathedral you always see on the TV. They then bare their hearts to the designer, sharing their hopes and dreams for their new facilities, and engage in flights of fancy as they visualize a ministry without boundaries. Some might envision a workmanlike multipurpose facility with industrial grade carpeting and a basketball hoop suspended behind the altar. Others may rhapsodize about a glass-walled facility perched on the nearest mountain, filled with hard-mounted, overstuffed chairs (with cup-holders) and a heated baptismal font that is raised by hydraulics from underneath the altar floor.

Architects by nature are creative visionaries, imbued with the amazing talent of transforming dreams into dark blue lines on a light blue page. Presented with a church vision, many architects will enthusiastically attack a challenge and draw precisely what their client described. In a recent conversation, an associate at a West Coast bank mentioned that nearly 40 percent of the churches that approach them for financing carry with them architectural drawings that, although beautiful, will never get funding. Why? Because no one at the church has taken the time to research the full cost of the project or assessed the ability of their current and future membership to pay for it.

Avoid the "new house bug"
Despite the overwhelming pressure to build, it is important for churches of every size to take a very measured approach to any sort of expansion. Just as a home is the largest investment a typical family will ever make, a new facility is likely the largest investment a church family will ever make. And, like a family, once the spouse and kids catch the "new house bug," it's tough to pace yourself on a purchase.
The key to any big decision, whether it be a vehicle purchase, a new job or a 3,000-seat worship facility with giant video screens, stained glass windows and loudspeakers the size of a HumVee, is research, research, research. (And, of course, prayer and the enlistment of wise counsel.)

Before building (or renting) a new facility, moving to a different location, or even renovating existing space, it is important to assess carefully the church as it stands. To do that, you need to ask several questions of certain key groups and gather vital background information from your surroundings.

First, you need to quiz your own staff, elders and leaders on the following:
• What is the core purpose of our church? (i.e. who exactly are we trying to reach and what are we trying to do for them?)
• What specific ministries tie directly into our core purpose?
• What ministries are gaining participants? Which are losing people?
• Why do we want to build? Crowded services or classes? Traffic jams in the parking lot or kids packed like sardines in the daycare? Or is our current facility hindering our outreach? (Too far from target audience, dangerous neighborhood or the building is just plain ugly?)

In addition to assessing your current position, it is critical to assess where the church is headed. Given your situation today, what will your congregation look like in five or 10 years? And what will your space needs be then? Will an active singles ministry today give rise to a booming young married group? Will today's large population of young couples need expanded child-care facilities in three years? Is your church equipped to provide the support that aging Baby Boomers will need as they enter the "golden years?"

Secondly, whether you quiz your congregation as a whole or just through honest conversations with respected, knowledgeable members, find out:
• Just how interested are you in expanding?
• What level of financial commitment would you be willing to make and keep?
• Is it space we need or are there other areas that need improving first?

While you're asking questions, you need to do a little statistical research as well. What is the capacity of your facility, and what percentage of your seats is full in each service over several weeks? By having someone simply count the number of empty seats in each service or the number of people who arrive after the service begins, you can learn a lot. You might even find that adding a service or simply rescheduling service times could solve some crowding problems. You might also discover your capacity has been reduced by Sunday school classes borrowing chairs from the sanctuary. You may be surprised with what you find. Which classes are filled to overflowing and which are taught simply because they've always been taught? (This ties back to defining your core mission. The question could also lead to some tough decisions.)

Next, continue your research on your external environment. If you know the target of your outreach, are there enough of those targets living within a reasonable distance from your church? Is the population around your church rising or falling? Are families moving in or leaving in droves? Is the economy around your campus improving or on the verge of a downturn (rumors of office closures, layoffs or buyouts)? Does the average person sitting in your service match up with the demo- graphics of your surrounding area? In the course of that research, you might even discover that you've misidentified your target audience. This might be unsettling, but is extremely valuable information.

Solutions may emerge
Compiling and sifting through the information you've gathered can be a demanding process, one for which you may want to retain experienced outside help. However, it is the critical element of truly starting "in the beginning." As the responses to your questions begin to coalesce, you'll begin to recognize some key trends. Despite your expectations, you may find your challenges met by simply renovating your existing facility, building an addition, or even rearranging the chairs in your sanctuary.
After doing your homework, you may come to the conclusion that it is, in fact, time to build. You might be located in a significant population and economic growth area. You may be pursuing a focused vision of ministry, changing the lives of people throughout your area. Your attendance and giving patterns might be strong and trending upward. You may even learn of people that are hungry for God's word but are drifting away because they can never find a parking space or their legs get sore from standing in the back of the sanctuary throughout the service.

So what's next? Hire an architect, right? Not so fast. You may have done some homework already, but now it's time to really dig into the details. How big is your congregation and how many members give regularly? Just how fast is the local population growing and how many new members might you anticipate if you increased your seating capacity by a certain percentage? Where should you build your church and how much land do you need for the building, parking, easements, drainage, wetlands, wildlife areas, access roads, support facilities, and that lighted baseball field with the scoreboard that shoots fireworks?

As you can see, there are a lot of questions that must be answered before you build. Unfortunately, if they are not asked, a church may start down that road of daring to dream, buying into a spectacular vision, then falling grievously short. When that happens, no matter what the church ends up with, it will never match what people envisioned and will always fall short in their eyes.

However, by beginning your building "in the beginning," you can save money, manage expectations and equip your ministry to reach the greatest number of people and change the maximum number of lives. It's a big goal, and it takes harder work than you may have ever imagined. However, changing lives through ministry is what we've been called to do, so you might as well do it right.

About the Author
Bruce Anderson is the Florida District Manager of Cogun Inc, a leading design/build firm for churches and Christian non-profits. Cogun has completed more than 600 religious projects in 29 states and is a member of the Cornerstone Knowledge Network. Anderson is a nationally recognized speaker, author, and consultant for religious non-profits.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

By Tim Cool

“But we need space for our ministry.  Let’s just go build a building” is the well intended but misguided mantra of far too many pastors and ministry leaders.  Faced with God’s blessing of growing ministries, many groups think that the answer to their facility woes is to build a structure.  While expanded, renovated or relocated facilities may indeed be the end result, there are some critical steps that must be taken for the venture to be successful.

PRAY: This may sound obvious, but this step in building a ministry facility is far too often overlooked.  Has the Leadership really prayed about this venture?  Are you convinced this is the direction the Lord is leading?  If not, STOP!  Wait on the Lord and His leading.  It may be that He has another plan for your ministry.  Or there may be another way to resolve your space needs such as reallocating current space, converting areas to “multi use”, or using technology (i.e. video venues).  In many cases, there is more than one way to solve space/facility needs that does not require the construction of a new facility.

PLAN:  I have worked with dozens of ministries that did not properly plan and have either found themselves with a set of plans that they could not afford or a building that did not meet their needs and vision.  Time and printable space will not afford us the opportunity to explain this issue as deeply as is necessary.  We could spend hours discussing all of the planning that is necessary before you draw the first line on a set of plans or undertake the building of a structure.  However, allow me to briefly highlight some key areas of Planning:

• What is our vision?
• What is our “real” reason for a new building?
• If we have seen great growth, can we sustain this growth?
• What “Delivery Method” should we consider?
• What is the Initial “Cost” vs. long-term Value?
• What can we afford?
• How much space do we need now and for future ministry needs?
• Do we have enough land to support our facilities’ needs?
• Do we have adequate site infrastructure? (i.e. water, sewer, etc.)
• What codes and regulatory agencies will have a “say” in our project?

Again, this is only a sample of the list of items that needs to be considered prior to launching a project.  In reality, it is relatively easy to Build a project.  However, almost all of the major decisions that will impact the cost and value of a project are made during this planning stage. I encourage you to Pray fervently and Plan diligently.

About the Author
Tim Cool is the Southeast District Manager of Cogun, Inc.  He has been assisting ministries plan and construct ministry facilities for over 17 years.  He can be reached at 1-800-775-1671 or tlc@cogun.com.

by Jim Couchenour

Church leaders have an incredible opportunity to go “high def” (HD) in their church designs because ministry space now operates on two dimensions: the physical and the virtual. While we are most familiar with physical space (i.e. buildings), Ray Kurzweil is convinced that by 2030, nanobot technology will make it possible for anyone to enter any virtual reality and not know the difference between real and virtual. You will no longer visit a website; you will “enter a full-immersion virtual-reality environment”. The details of his compelling case are beyond the scope of this article, but they have profound implications when it comes to designing HD ministry space.

Expanding your church facility is no longer just about buildings. Any church that has an interactive, media-rich website knows that incredible ministry is taking place beyond their bricks and mortar facility. As Ray Kurzweil suggests, this space will increasingly become more accessible, interactive and influential.

In addition, many growing churches continue to build new buildings, even as their virtual presence grows. They are finding that it is not a zero-sum situation, as many in the world of commerce have discovered. The internet was not the demise of walk-in store traffic. And so it is with church ministry.

In a church setting, we recognize that there is a transforming work that only God can do. To facilitate that, there are two functions we can improve through high definition church design: 1) information transfer and 2) relationship building. Virtual ministry space excels at information transfer, and physical space (gathering together) promotes relationship building. Each of these can compliment the other as they are blended together for ministry.

So, as you consider your new facility, also consider the following thoughts on getting higher definition in your new ministry space.

Don’t think buildings, think ministry space.
Before defaulting to a larger building, consider all of the options available today for increasing space for ministry. Many growing churches are finding that additional space can be gained through multiple services or by adding additional worship venues - both on and off-site. This growing trend toward a “virtual” teaching presence through video venues is allowing churches to grow into the thousands with facilities that seat no more than four hundred fifty. Other churches are starting a new church in a surrounding community as a way to increase ministry space at another location. In addition, research by the Barna Group reveals that unchurched people actually prefer smaller, more intimate gatherings. This has huge implications for kingdom-building ministry.

Obviously, these strategies differ from the traditional single space/large crowd approach, and have very different implications for staffing, volunteers, etc. What’s exciting is that God is using many different kinds of expansion to expand His kingdom. There are certainly more options available now more than ever. The key is to find out which one fits your ministry style and calling.

If you do build, create a sense of place.
Dr. Ray Oldenburg’s “third place” concept has not only affected Starbuck’s strategy, it has now begun to influence church design. Many churches are developing places where community and connection can take place in a casual, comfortable atmosphere. From our research at Cornerstone Knowledge Network (CKN), we have found that roughly 1 out of every 5 churches is utilizing some kind of third place facility to enhance their ministry. Some are very intentional about making the connection with the unchurched.

At Christian Community Church in Naperville, IL, their coffee shop is open from early morning to late evening. It caters to car poolers from the community who use their parking lot every day and to parents who bring their kids to music lessons at the church after school. These kinds of spaces can be integrated into lobby and foyer areas and can be separated from the rest of the facility through the week. Typically, they have lower ceilings, rich colors and furniture that invites interaction and conversation.

There are other types of space that can have the common elements of third place (i.e. casual, informal, safe and accessible). One church has gone beyond the coffee shop concept, and installed a laundry mat for college students who attend the local university.

One of the most prominent changes in building design today is the emphasis on “experience design”. Environments are being created to take occupants to a place even before the event begins. This is especially true in children’s themed areas, but is filtering into adult spaces as well.

Office complexes are even taking a cue from this trend toward informal, connective style of interior design. A look at the headquarters of Google reveals rooms with colorful walls, open meeting places and hallway white boards for spontaneous interaction and collaboration.

This type of connection space is the physical manifestation of virtual communities such as www.myspace.com that are so popular now. The lines between the virtual and the physical are becoming increasingly blurred. People are much more comfortable moving from virtual community to real life community, and a building with a sense of place is very conducive to this. Creativity and imagination are now on equal footing with traditional disciplines such as engineering.

Plan to re-invent your space.
In his book, Millennium Matrix, Rex Miller defines periods of time that have had profound changes on church ministry and methods. These have eventually played out in diverse expressions of church design. As time goes on, each of these periods of change in history have become smaller and smaller, meaning change is happening faster and faster. This requires us to design buildings using more open, flexible spaces so building can continue to adapt through the years.

One of the best ways to re-invent space in the future is to design electrical and mechanical systems so they remain fairly constant as the building grows. If you expect to add future additions to the building, be sure to size systems to meet the needs of the future, and not just today.

In contrast, maximum flexibility should be designed into interior spaces. Walls should be kept to a minimum through longer structural spans and stronger supporting elements. Electronic display boards and kiosks are effective communication tools and can be relocated easily, especially when the information is transferred wirelessly. This allows you to instantly re-direct people through a single computer with wireless technology. Materials such as plastics, polymers and decorative-grade lumber can provide “experience environment” without the cost of major construction and subsequent remodeling.

So, with the addition of virtual ministry space, is the role of the physical building diminished? Not when you consider recent research by CKN that reveals a distinct and important role that buildings have in church ministry. While effective ministry can certainly take place in inferior spaces, we found that there is actually a quantifiable improvement when building design is intimately linked to ministry strategy.

If you are planning to increase space for your ministry, remember to consider HD virtual space as well as physical space. And be sure they enhance your ministry both now and in the exciting years to come.

About the Author
Since 1983, Jim Couchenour has partnered with hundreds of churches to design and build new facilities through his work with Cogun, Inc. He is developing ways to help building churches connect with their community through research with Cornerstone Knowledge Network. You can reach him at 800-258-5540. Email: jrc@cogun.com.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

by David Couchenour

“…And the wise man built his house on the rock.  The rain came down, the streams rose, and the winds blew and beat against the house, yet it did not fall, because it had a foundation on the rock.”
Matthew 7:24

Though it is obvious that Jesus was making a spiritual analogy here, a comparison may still be made to the vitally important issue of selecting the right property for a church to build upon.  The following guidelines will be helpful as you begin the property selection process.

1. What are our current and future areas of ministry?
Determining these areas would be your first step before beginning to locate property.  A Church Growth and Property Committee should be established to list the current ministries and formulate possible future areas of ministry.  Some important questions that should be addressed are:

a. Where does the church want to be in 5, 10 or 15 years?
b. How do we get from here to there?
c. What resources will it take for us to accomplish our goals?
d. How many people do we want to reach through the church or outside ministries?

Much prayer and consideration should take place for this process to be a success.  After establishing your goals, you will have the basis to begin to determine how much property you will need and an outline for your building program.

2. How do you determine how much property to buy?
As a general “rule of thumb”, one acre would provide adequate space for 100 people.  Be sure to take into consideration your future goals when calculating the number of acres you will need.  Depending on the population of an area, some churches will grow to their maximum size on 3-4 acres, while others may require up to 30 acres or more.

If outdoor recreation is being considered, additional land will be required.  For example, a softball diamond will require 1 acre of land.  Also, when considering these activities, level sites are necessary.

When calculating the area of a building only, a good “rule of thumb” to use is 50 sq. ft. per person.  Smaller churches could use 40-45 sq. ft. per person if using some of the rooms for dual purposes.

Parking ratios are figured at 1 space for every 3-4 people.  You should figure approximately 240 sq. ft. per car.

Since neighborhoods are constantly changing, areas of ministry may arise which were not originally planned for.  If possible, purchase additional property over your estimated requirements for flexibility in meeting future community needs.  However, if this is not financially feasible, a possible solution would be to obtain an option to purchase adjacent property sometime in the future.  Even the smallest church should try to purchase a minimum of 3 acres, if possible, although some inner city churches may find this impossible to do.

Keep in mind that “rules of thumb” are for approximation only.  Experienced judgment should be applied to any “rule of thumb”.

3. How do you select the property that will meet your needs?
You may have heard the real estate saying that the three most important considerations in buying property are location, location, and location.  It is equally true for the church building.  The location of property will determine, to a great extent, the impact a church will have on its community for years to come.

During this step, you will want to carefully consider the demographics of the area in which the church will be planted.  Research should be done on such areas as:  growth patterns, property values, business and economic stability, existing churches in the area, etc.  This information may be obtained from your local Chamber of Commerce, building and zoning departments or on the Internet.

After you have selected potential property locations, check local zoning to determine if a church can be built on the property.  If not, find out if re-zoning is a possibility.  Make the purchase contingent on getting the property re-zoned, if necessary.  Check with the building department for any setbacks and/or easements that may be a part of the land.  Also, make sure that it is possible to get a permit to build on the site. 

In addition, be sure all utilities are available to the site.  The local utility companies should be contacted regarding the accessibility of water, sewer, electric and gas.  If the property is outside a municipal area, take into account that not all utilities may be available.  For example, if there is not city sewer to the site, a septic system will need to be put in and the Environmental Protection Agency (E.P.A.) contacted for the necessary requirements.

Another important consideration is drainage.  Check with the Department of Natural Resource to determine if the property lies within a flood plain area.  The bottom line is simply to make sure that you can build before you purchase the property. 

You should also have soil tests done in the approximate location of the proposed building.  These tests will determine if the soil has the proper bearing capacity to support a structure.  Sufficient soil bearing should also be a contingency to the purchase agreement. 

4. What are some of the costs associated with buying property?
Unforeseen costs associated with purchasing property have, at times, diminished a church’s ability to make the transition from present facilities to future location on schedule and within budget.

In addition to the cost of the land, there are other costs which must be considered.  Some of these costs may include an appraisal, soil tests, survey, realtor fees, attorney fees, loan fees, etc.

What we have attempted to do is provide a general outline to illustrate some of the areas involved in a property purchase.  The purchase of new property is a complex challenge, and may require the assistance of a professional, unless there is someone within the congregation with the expertise to provide the assistance necessary.

About the Author
David Couchenour of Tarpon Springs, FL is a Project Consultant for Cogun, Inc., a company that specializes in the design and construction of religious facilities.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

Type of Area	Recommended Space Allocation
Sanctuary/Adult Education	12 square feet to 15 square feet per person
Narthex	15 percent to 25 percent of sanctuary seating area
Pre-School	35 square feet per person
Children’s Education/Daycare	25 square feet per person
Multipurpose	18 square feet to 25 square feet per person
Parking	100 cars per acre

What Does Your Building “Say?”
Think for a moment about the buildings you pass every day, be they hotels, homes, businesses or other churches. How would you describe your first impression of each, and why? The Ritz Carlton, for instance, makes the statement that its guests are special and will be treated as such. On the other hand, some motels say, “We’re cheap, but we’ll keep the light on for you.”

What does your building say? Are your children’s spaces cramped, with blank walls, or do they sport colorful murals or interactive Disney esque play stations that shout, “We care about our littlest members!” Does your sanctuary look very sleek — for the 1950’s — or does it meet your modern-day target ministry’s demands?

The challenge for any church and its chosen design/construction team is to match ministry philosophy and construction costs with the statements you and your members want to make. Consider enlisting a group of non-members to offer their impressions. Do they mesh with your own vision of the church?

Financial Positioning, Phasing
Now, going back to the story of Ordinary in the Dream Giver, you must ask yourself if you’re living the vision God has granted. Sure, you might have been shown a 150,000-square-foot campus on 45 acres, complete with a glassed-in sanctuary — but you’re currently worshipping in a 9,000- square-foot leased building, have $3,000 in the bank and welcome 300 worshippers per service.

One thing I’ve learned about God is that He’s still in the business of miracles. I’ve seen Him bless churches with facilities and building projects that seemed impossible without His involvement. On the other hand, I’ve also witnessed ministry leaders run ahead of Him and falsely assume He’s going to complete their entire life’s work in one year, leading to disappointment and stalled projects.

Get Real About What You Can Afford
The next step is phasing your building project to match your church’s financial capabilities. Scriptures tell us to count the cost before building a tower — to know our own limitations, not God’s. His power is unlimited; ours isn’t.

In phasing a project, it’s extremely important to design the first phase within your ministry’s means. Once this has been established, you can begin Phase 1.

No doubt you’re asking yourself, “Where’s God in all this?” It’s absolutely true that He can do it all...but will He? Plan Phase 1 to match your maximum human capabilities, seek wisdom in many counselors and then watch Him work.

About the Author
Bruce Anderson is the Florida District Manager of Cogun Inc. (www.cogun.com), a leading design/build firm for churches and Christian nonprofits with more than 620 religious projects in 29 states to its credit. Anderson is a nationally recognized speaker, author and consultant.

by Bruce Anderson

One of the most frequently preached set of verses in the Bible is the Ten Commandments. What very few people realize, however, is that the Fifth Commandment is the only one accompanied by a promise: “Honor thy father and thy mother.”

Why did the Lord command this? How does it apply to us today as Christians and as church leaders? Should we develop our long-term master plans to take care of the elderly? Before deciding, consider these facts from the Assisted Living Federation of America:
• The 85+ population is expected to increase 33.2 percent by 2010.
• Nearly 6.5 million seniors currently need assistance with daily activities. This figure is expected to double by 2020.
• Assisted living is a less costly alternative to nursing homes and home health care. The average per-diem rate for assisted living in a private room is about two-thirds the cost of an equivalent room in a nursing home.
• With the ever-growing pressure of the “sandwich generation,” adults and churches with care-taking responsibilities for children and aging parents are beginning to recapture a vision for senior care but are not sure where to start.

Defining the Market
Though the term “senior housing” is thrown around pretty loosely, which type of community you offer depends largely on the nuances of owning, financing and managing the property. For instance:
Active adult communities offer a choice of spacious homes rather than apartments. These communities often feature clubhouses, golf courses and a variety of planned events. Additionally, monthly fees might cover such services as housekeeping and maintenance, but meals usually are not included.

Age-restricted senior apartments are designed to house completely independent seniors. As such, meals, activity programs and other services are not included.

Congregate independent living facilities feature seniors’ apartments that offer both complete independence as well as planned activities, housekeeping, maintenance and meals for a separate fee. Assistance with daily living activities (taking medication, bathing, dressing, etc.) often is limited to one selection.

Assisted living/multi-unit facilities provide assistance with medications and daily living activities such as feeding, bathing, dressing and taking medications.

Alzheimer’s special-care facilities offer specialized programs for residents suffering from Alzheimer’s disease or dementia. Residential, assisted living or nursing facilities also can offer these programs.

Continuum-of-care retirement communities (CCRCs) are full-service setups that feature long-term contracts or entry fees to cover a continuum of care — including retirement, assisted living and nursing services — all on one campus.

Skilled nursing homes are licensed to provide skilled nursing services under the supervision of licensed nurses.

A Ministry and a Business
Whether it’s intended to be a profit center that supports other ministries or it’s a fullblown calling, plan to compete against larger, more established senior housing corporations. While helping the elderly members of your church is a noble motivation, it won’t keep the facility full. Realistically, less than 2 percent of those people will be long-term residents. Add to this the fact that turnover rates in independent and assisted living properties range from 23 percent to 60 percent nationwide and it seems the “build it and they will come” philosophy does not apply to senior housing.

Financing is Key
Contrary to what many lenders will tell you, financing for your project should not be determined by tithes and offerings but by your project’s overall merits. Professional developers will use non-recourse financing, which is based upon a project’s merits and cash flow instead of the borrower itself, therefore limiting your church’s liability. This is quite different from church loans — i.e., recourse loans — which let lenders foreclose on your church in the event of non-repayment.

Once you have determined which type of project is most appropriate, seek lenders that specialize in that type of development, and then decide whether you will use a 202 grant; 221(d)3, 221(d)4,232 or 501(c)3 bonds; tax credits; Section 8 vouchers; or a conduit loan. Also be sure that your developer deals directly with the lender, not a broker or other type of middle man.

Market Feasibility
Since most lenders require a market feasibility study to be conducted in the early planning stages, it is important to hire a recommended senior housing market feasibility firm. This study will assess market support for your project and determine if it is suitable with regards to market demand and affordability using overall project size, levels of care, unit mix and sizing, pricing levels and approaches, services and amenity levels, absorption rates and product positioning.

Location, Location, Location
If you plan to build a market-rate facility and demand market-rate fees, the ideal site is within an upscale community located within 25 minutes your potential residents’ children’s homes and near quality shopping, hospitals and doctor offices. If, on the other hand, you plan to build a facility for lower-income residents, rent monies likely will be subsidized with tax credits, vouchers, grants or your church’s own money.

Design Development
From concept to completion, it is important to involve a developer and/or consultant who can offer valuable input on overall site and architectural design, interior space planning, facility programming and daily operations. Senior housing projects are unique and competitive; as such, they require appropriate design and timing in the market. As they say on some TV commercials: “Don’t try this at home.” Hire a professional.

Don’t Overextend Yourself
One of the biggest mistakes any church or nonprofit can make is to try to be both the operations manager and staff for its facility. First of all, real lenders will require that facility managers possess significant experience in the overall marketing and operations of a senior housing development — your project’s financial success depends on it. There are many aspects of operation to consider, including business management, regulatory compliance, marketing, personal and clinical care, food services, housekeeping, maintenance, activities and social services, transportation, personnel, administration, staff selection and quality assurance. Inexperienced nonprofits must hire such expertise at fees ranging from 5 percent to 7 percent of the property’s gross income.

“So That Thy Days May Be Long Upon the Land...”
Taking care of our aging seniors might be reward enough to make your church consider building its own senior housing development, but the revolving revenue possibilities to expand your ministry can be an even greater incentive. According to 1999 figures from the National Investment Center for Senior Housing, the net cash flow per unit from senior housing properties were as follows:
Congregate Properties
Lower Quartile: $2,460
Median: $5,281
Upper Quartile: $8,554

CCRCs
Lower Quartile: $1,041
Median: $2,802
Upper Quartile: $5,034

Assisted Living
Lower Quartile: $3,962
Median: $948
Upper Quartile: $5,751

Becoming a senior housing provider can be a rewarding experience or a nightmare — it all depends on you. Don’t attempt this type of development without professional help.

About the Author
Bruce Anderson is the Florida District Manager of Cogun, Inc. (www.cogun.com), a leading design/build firm for churches and Christian nonprofits with more than 620 religious projects in 29 states to its credit. Anderson is a nationally recognized speaker, author and consultant.      

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

by Bill Couchenour

I think Ken Blanchard has it right when he says, “We are not human beings having a spiritual experience.  We are spiritual beings having a human experience.”  And, while we are having this “human experience” we require shelter that facilitates our activities. But, just building more and more buildings has not been the answer.

In the decade from 1991 to 2001, the amount spent on religious construction in the United States increased by an incredible 138% from 3.521 billion dollars to 8.393 billion dollars.  Even when you remove the impact of inflation, the amount we are spending on religious related construction in constant dollars is over 80% more than what we were spending just a decade ago.  Yet, during the same timeframe, the percentage of people that attend church dropped from 49% to 42%.

This information would seem to indicate that many facilities appear to be underperforming and others may have not been necessary at all.  But, facilities of some kind are necessary for nearly every ministry.  The best facilities are those that are developed to accommodate a purposeful ministry strategy and that conform to a comprehensive financial plan.

Often, the key to maximizing this success can be found in the “Not-So-Common Events” of a building program.

We can think of the typical building program as occurring in four phases: Preparation, Planning, Design and Construction.  These phases generally occur in this chronological order but the time spent in each phase can vary dramatically.  It is also possible for substantial time to lapse between phases.  There are a number of events that commonly occur within these phases that make up a building program.  These common events can include selecting a building committee, engaging industry professionals, designing the project, obtaining the funding, constructing the project and celebrating the completion.

In a building program the vast majority of the money spent for the new facilities occurs during the Construction Phase and most of the balance is spent in the Design Phase.  The interesting thing is that it is the Preparation and Planning Phases that will determine the scope of what will be spent on the new facilities.  The church begins with 100% control over what the project will be and that control stays near 100% until the building committee begins to buy into the plans that are being developed.  As they (and the church) take ownership in that design and direction, it becomes very difficult to change the course.  Once construction has begun, most changes to the facility are relatively minor.

The first two “Not-So-Common Events” can help you make the most of the Planning and Preparation Phases so that you use your resources wisely. They are: Understand Who You Are and Determine the Ministry Direction.  Understanding who you are begins by looking to the past.  Abraham Lincoln said that, “If we could first know where we are and whither we are tending, we could then better judge what to do and how to do it.”  It is important to understand the impact of your heritage and history on your current corporate culture.  That information along with your current demographics form who you are – they are your “DNA”.  Then look to your surroundings to understand the nature and demographics of your ministry area. Understanding your DNA and your community will open your eyes to the ministry possibilities. 

If understanding who you are is looking to the past and understanding the present, then determining the ministry direction is looking to the future.  This is the event that gives feet to your vision and mission statement. It is what makes your mission statement intentional and practical. Through prayer God will direct you to the areas to focus your ministry from the possibilities above.  Then you can develop specific, measurable, achievable, relevant, time-bound (SMART) goals to accomplish the objectives of your mission.  This is the event that is critical to understanding what facilities you need to accomplish these objectives.

A third “Not-So-Common Event” is Establishing the Budget.  In the very early stages, you can find a beginning budget range by taking three times your annual income and adding to that figure any cash that is available for the building program.  From that number you would subtract any current debt for a preliminary project budget number to begin to use early in your planning process.  Throughout the process, this must be refined as you get input from applicable lending institutions and when you determine who will conduct your capital stewardship campaign, if one is needed. 

A good financial plan isn’t one that just gets the building erected. The best financial plans are those that are comprehensive enough to take into account the “soft” costs such as staff and ministry that will be necessary to use the building as it was intended. It is also one that fits with the overall goals of the church. We served with one church that could have stretched financially to complete the educational and worship facilities they needed at one time. But, when all the pertinent issues were considered, it made more sense to complete the educational facilities with short term financing then return to construct the worship center three years later.

The other side of making a project budget work is being realistic about the costs. It doesn’t do any good to know exactly what you can afford then design something that is twice that amount. This is tough because it is rare for a growing ministry to have the financial resources to build all they would like to have which makes it necessary to prioritize the ministry needs. But, that can make churches vulnerable to “sweet words” that sound to good to be true – and aren’t. There are two main reasons for the majority of projects that have failed:  either they overestimated what they thought they could afford or underestimated what the project would cost.

Another “Not-So-Common Event” is Develop a Master Plan. A master plan projects the highest and best use of the entire church property. Some churches see this as an unnecessary step since they’re just adding a few new facilities and think “we have plenty of property”. But, a thorough master plan may adjust the location of those new facilities so that it makes future phases less expensive. It can identify expansion capabilities to be built into this facility that accommodates future facilities. A good master plan may even point out a whole new direction for the current building program.

The last “Not-So-Common Event” is really just a different focus of a common event.  Typically a ministry will celebrate the completion of a building program. However, the building is nothing more than a tool for accomplishing the ministry, itself.  It seems more appropriate to Celebrate the Beginning, not a completion.  Often, at the completion of a building program there can be a sense of sitting back and relaxing in, “what we have done”.  But, the whole reason for the building was to accommodate ministry and the completion of the building is when the new ministry can begin. This perspective will also help keep the focus during the building program on the ministry, not the building.

The building is just a tool for ministry while we have our “human experience”. Use these “Not-So-Common Events” to develop the best tools to maximize your ministry efforts – and celebrate what’s really important!

About the Author
Bill Couchenour has served as President of Cogun since 1994.  From 1982 to 1994 he launched the Florida District of Cogun and served as District Manager.  Bill has a B.S. in B.A. from Youngstown State University and an MBA from the University of Tampa and maintains a Florida Contractor’s License.  He has served in various leadership capacities for his local church and other organizations including Youth for Christ and Heartland Christian School.  Bill is the author of the book, Churches…Before You Build.  Cogun is a member of the Cornerstone Alliance which provides research and education to churches concerning construction related issues and trends.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

by Bill Couchenour

I am thankful for my friends in information technology. For all my exposure to IT, I still have not been able to get past the “novice” stage. One thing I do know is that, if you are using a certain software application to accomplish a project and it is the wrong software or, worse yet, viruses, you are unlikely to have a successful project. In a similar way, the building committee is like the software the church uses to accomplish the building project.  If the software isn’t right, it is unlikely the church will end up with what they need to facilitate their ministries.  That makes the selection of the building committee members critical in every program. 

I have personally worked with building committees that range anywhere one person to forty-five people in charge of the process.  My experience has been that the optimum number for most churches is somewhere around five to seven members.  Regardless of the size of your committee, here are the “Top 10 Qualifications of a Building Committee Member”:

1. Exemplary Christian Life – Each building committee member should conduct his life in a way that garners respect from the members of the church as well as the community.  I almost didn’t include this because it seems like it would be automatic.  Unfortunately, that is not always the case.  Sometimes things that go without saying need to be said more often.

2. Thorough understanding and uncompromising support of the strategic ministry objectives of the church – For the project to be a success, it must meet the needs of a purposeful ministry strategy.  If the building committee is unable to understand and articulate the ministry strategy, it is unlikely the resulting facilities will be exactly what the church needs.

3. Emotional Intelligence – Daniel Goldman describes the four major components of emotional intelligence as: self-awareness, self-managing, social awareness and relationship management.  Emotional intelligence is the ability to manage your emotions and the interests of others to accomplish the highest purpose.

4. Respected by the Congregation – For a building program to progress, let alone succeed, it will need the support of the congregation.  The members of the building committee must have the integrity that engenders trust. They will be administrating a substantial amount of the church’s resources.

5. Common Sense – There are a lot of outside forces and agendas that come to bear on a project.  Common sense is often the tool that dismantles the outside agendas that can be disruptive to moving forward with the right project.

6. Independent Team Player – I am aware of the apparent oxymoronic quality of this characteristic.  What I mean here is the ability to be an independent thinker and not be swayed by someone else’s emotional, but illogical, idea.  But they also have to be able to work as a team so that they support every decision 100% when they leave the meeting, regardless of whether or not it was their idea.

7. Varied Background – A building committee with varied backgrounds will give you well rounded insight into solutions for the building process.  It will also help you gain broader support from the congregation.

8. Diligent Worker – Most building committee members volunteer their time and talents.  They usually have families, careers and other circumstances that will make demands on them.  Building committee members need to be diligent enough to faithfully fulfill the responsibilities of the committees without sacrificing the other important aspects of their life.

9. Planning Skills – Skills in analysis and decision making are necessary to move forward in a positive direction.  Creativity or “thinking beyond the box” is often necessary to find the right solutions.

10. Knowledge of the Building Industry - I have intentionally made these the least of the ten requirements.  All too often, church leadership will set up a building committee of people that are familiar with the building industry but unfamiliar with where the church is headed.  That is disastrous.  Knowledge of the building industry is helpful but not a substitute for any of the other qualifications.

You will notice there is no mention of a qualification as a major financial contributor.  That status should neither qualify nor disqualify someone from serving on the committee.  Their invitation to service on the building committee should be based on these ten qualifications, not on what they have contributed.

I believe that the first two qualifications are non-negotiable. They cannot be sacrificed regardless of what else an individual “brings to the table”. With qualifications one and two, alone, you could develop an excellent building committee.  But, for the building committee chairman, I would suggest that the first three are non-negotiable. He will need emotional intelligence to navigate the inevitable challenges and opportunities that accompany a building program.

An excellent building committee is not one that is unified in its perspective and insights.  It is the variety of these perspectives and insights that gives breadth and depth to the committee’s work.  An excellent committee will, however, have a reconciling attitude that enables them to move forward together in the process. Strive for community of spirit, not unity of perspective. 

The goal of any project is to develop the facilities that best meet a purposeful ministry strategy and comprehensive financial plan; while keeping the focus on the ministry.  Just like the right software enables you to effectively accomplish a project, the right building committee can help you achieve this goal.

About the Author
Bill Couchenour has served as President of Cogun since 1994.  From 1982 to 1994 he launched the Florida District of Cogun and served as District Manager.  Bill has a B.S. in B.A. from Youngstown State University and an MBA from the University of Tampa and maintains a Florida Contractor’s License.  He has served in various leadership capacities for his local church and other organizations including Youth for Christ and Heartland Christian School.  Bill is the author of the book, Churches…Before You Build.  Cogun is a member of the Cornerstone Knowledge Network which provides research and education to churches concerning construction related issues and trends.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

Prepared by Jeff Terp, consultant to CKN and Ed Bahler, President of Aspen Group

1. Who will be running the campaign?
It is important that you meet the individual consultant that will direct your project. Most companies have many qualified consultants but it is important that the assigned consultant’s style match your church’s unique personality. Also, it is important to avoid the bait and switch that some consultants will attempt. Some companies will use a senior person for presentation purposes and then attempt to use a junior, less experienced person as the campaign consultant. The individual consultant is just as important as the company’s reputation

2. How many campaigns are you doing now?
No consultant should do more than 5-7 campaigns in a year and never more than 5 at one time. If the typical campaign is 18-20 weeks and most consultants provide 15-20 visits per campaign, you can easily see how a consultant can get spread too thin. If that happens, you won’t get the time and attention you need. Do the math, 250 work days per year, 5 campaigns, 25-30 days in site visit and travel time, office time, and telephone consulting time.

3. What happens if the consultant doesn’t work well with our church?
Clarify your options and guarantees at the outset. If one consultant doesn’t work well, you should have an acceptable backup available from that company. If you need to fire the company, find out what happens to the money you invested.

4. How do you set the stewardship goal?
The goal should be based on the data from the feasibility study or the pre-campaign analysis. It is a combination of these realistic boundaries and what is needed to complete the current phase of the master plan. Beware of multiple or unrealistically low goals set to enhance success.

5. What is your success in the last five campaigns?
Did the consultant reach goal — if not why?  How did they arrive at the goal?  What was the duration of each campaign? What were the lessons learned? What denominations? All of these questions will help you better understand the individual consultant’s abilities.

6. What is your success rate with churches our size/culture during the last 12 months with this consultant team?
A good consultant should reach goal in more than 90% of the campaigns.

7.  What are the goal-to-actual-to-need ratios?
Again some consultants tend to set low goals suggesting they are successful. However, low goals may not meet the needs of the project. You need to discover the success at maximizing the church’s potential to accomplish the Lord’s specific work in their congregation.

8. Define your process in a step-by-step fashion.
This should be clearly defined in the consultant’s proposal. It should be so clear that this question should not be needed.

9. How many site visits will you make?
This is a key component in evaluating consultants. Typically more is better assuming you have an experienced consultant. More visits enhance understanding and awareness of progress and concerns. Determine who funds additional visits if needed. Also define up front who pays for travel costs.

10. How many people do you interview in the feasibility process?
Should be at least 25 people. Anything less is not a valid cross section of the Church Body.

11. What specifically do you provide and what is expected of the church?
Prior to starting, ask for a process outline—a detailed list of meetings, deliverables, as well as expectations of your church and committee. 

12. What role do volunteers play in your stewardship process?
 Volunteers typically do most everything—they are the committees, they ask for the money, they plan the events. The congregation will trust and commit to someone they know better than an outsider. Your key giving group and large donors will typically respond to the pastor best.

13. How do you take your standard plan and customize it for our church?
Each campaign is similar in the basic function but the key is tailoring it to your church?  Each campaign should have unique nuances. Understanding what unique church attributes the consultant believes are important to be sensitive to and adjust for may illustrate his experience and understanding. It is also important you understand how flexible the consultant is in adjusting to these issues. Remember it is the consultant who should be flexible and modify the plan, not the church that must flex and be forced to fit.

14. Who will design and develop the print collateral?
 Find out before you hire the consultant if they provide the collateral materials or if there are additional costs for them? If you need to develop them yourself, be sure you can you find a volunteer or define the cost of hiring a professional.

15.  What support and advice do you give for the communications materials?
The printed materials can be one of the keys to success. How you communicate your church’s vision is vital. Unless a church has vast experience in this area, they will need to rely on the expertise of the consultant. The consultant should provide clear leadership and be willing to show examples from other campaigns. The consultant is the expert and therefore should be one of the driving forces in this area.

16. What are the keys to success?
Following is a list that most successful consultants agree on:

• A compelling vision
• Strong staff leadership
• Strong lay leadership
• Clear and consistent (weekly) communication to the congregation
• Stewardship maturity
• A strong sense of community
• Everyone connected and participating in a ministry tied to a compelling church vision
• Passion for the ministry and consensus on the project
• Pent up demand for the space
• Alignment of the professional team at the outset

The pastors, elders, deacons, council and church body participation and unity around a clear and unified vision for where God is leading them are vital to campaign results.

17. Ask them to define “what they believe” are key success factors?
This exposes their breadth and understanding of the variables to success.

18. Do they offer assessment and support in these critical areas?

• Church Health assessment and coaching
• Strategic Planning assessment and development
• "Cause Statement” definition and word smithing
• Creative teams providing vital communication tool support
• “Key giver” feasibility studies
• An experienced team providing unique adaptation to your culture

If not be cautious. An experienced firm will have learned the value of the key success factors (Item #16 above) and the importance of providing valuable assessment and coaching to insure they are in place at the outset. Having these resources available may be vital. 

19.  How do you set your fee?Typically it is a percentage of the goal.
Determine when is it paid and how much they need up front. What is the installment schedule after that?

20. What is your follow-up procedure — 12/24/36 months?
Since campaign pledges are typically paid over three years, a good consultant will provide advice, communication, and leadership over the full pledge period. Successful campaigns require continuous communication until completion. This is critical for a successful campaign that collects 90% or more of a 3-year pledge. 

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

As seen in Church Business
By Bruce Anderson

As a church consultant I have had pastors call me and say, "we have an opportunity to buy a $5 million facility and here's the deal." With a quick look at their books and a few keystrokes on a calculator, I can show them, based on just cash flow; the loan payments on their "dream home" will eat up 90 percent of their income. Considering that day-to-day operations normally consume 20 percent of a church's income, it becomes clear that they are contemplating a potentially disastrous move.

Although the scale is different, church finance is remarkably similar to family finance. Both must be based on a clear understanding of factors like income, expenses, saving. If a family is going to purchase a home or a church is going to buy land and build a new facility, they must have a firm grasp on just how much they can afford.

An analysis process must precede a building project. Assuming that the analysis is complete, long term needs have been identified and a specific plan for building, renovating or buying is in place, it's time to think about how to pay for it. Your options are basically faith (what your congregation will give) and finance (what money you can borrow from non-church sources (aka, money you have to pay back).
Unless you count a large number of spiritually mature professional athletes or software company CEOs in your congregation, chances are you won't be able to finance a project strictly on member giving. Churches that forswear borrowing in favor of accumulating the entire building cost before breaking ground will likely find themselves missing ministry opportunities. Also, they'll probably watch labor and material costs increase at a pace well ahead of their giving. The key is to strike a balance between faith and finance.

On the faith side, a properly run stewardship campaign, while it should yield up to three times the average annual giving, will actually be more valuable for its intangible benefits. Strong campaigns lead to greater spiritual maturity, enhanced cohesiveness among church members and a strong sense of ownership of whatever is built.

On the finance side, the average church dreads borrowing from a secular financial institution for a number of reasons, spiritual and otherwise. Unfortunately, the run-of-the-mill bank has trouble lending to churches because it doesn't understand how churches budget, it doesn't speak the language and it doesn't quite grasp God's role in the process. Plus, the average lender would rather not contemplate foreclosing on a house of God, so they often steer clear.

Regardless of the discomfort on both sides, this sort of deal must be done. To successfully secure financing, you must know how much can you afford, how a lender looks at a church and how to reduce the chances of rejection.

How much can you afford?
One relatively simple exercise will answer that question for your church. First, break your budget down into six key categories. The first four are considered fixed expenses:
1. Payroll
2. Operations
3. Debt
4. Rent

The final two categories are variable expenses:
1. Ministry
2. Missions

A debate occurs with some frequency in church circles over the difference between ministry and mission and how to balance the two. Some people passionately exchange philosophical definitions, while others approach it from a theological basis with illustrations of The Great Commission and the like. Viewed from the mundane perspective of church finance where everything must fit into a column on a spreadsheet, the difference is simple.

Ministry consists of those actions and activities that generate revenue and/or build the financial base of a church (i.e., what draws people, gets them to stay, makes them feel connected, encourages them to give). Missions, on the other hand, are anything a church does that will neither generate income nor build the financial base of the church.

These sterile, almost secular definitions may rankle some readers, but their use is a critical part of understanding a church's current and future financial health. For example, if a church only builds mission type ministries (outreach to the homeless, seeker-only activities), the church itself becomes a mission and cannot support itself. The simple truths are these: things cost money, a church's money comes from its members, so ministry to members is a key part of a financially healthy church.

Once you've itemized your current financial position, you can make a few rough projections on the size of loan you can afford. First, no more than 33 percent of your income should go to debt payment (category 3 previous). Secondly, your fixed expenses (categories 1-4 previous) should not exceed 85 percent of your revenues. In fact, once they begin to exceed 75 percent, you begin to choke off the money that supports the reason for your church's existence, your ministry (category 5). You may end up with a pretty building and no one to fill it or pay for it. Bottom line: If you can't fund your church's mission, you are not likely to grow or even survive.

The key is to decide what you can afford according to the facts, not what you feel. (Bankers don't have a "feelings" column on their spreadsheets.) Some pastors might counter with the statement, "If we build, we'll grow, so the new people can pay the increased debt." If they don't show up and your giving remains flat, you'll have to refinance in five years (and find you've only paid off interest).

How does a banker look at a church?
The answer is simple: like a business. They ask the same questions they'd ask the CEO of a company looking for funding. These queries include:

Are they making any money?
They'll look at your accounting statements. If they are incomplete, in a non-standard format or take two months to produce, the lender may well think, "If they're this sloppy with their books, can I really expect them to pay me back?"

What's the product?
In a church, the product is people. So, the corollary to product volume is, Aare they growing?" If your church has been on a growth plateau for four or five years, be ready to answer the question: "Why aren't you growing and what makes you think you'll grow enough to justify this loan?"

Who's running the show?
Companies have officers and boards of directors, where as, churches have pastors and staffs. Lenders want to be sure their money will be well managed, so they'll want to know "Who is the management team; what is their track record. If the manager dies, who is going to take over the business? Do they have a well-placed, empowered board? Or is this a one-man show that will collapse if the CEO (pastor) drops dead or ends up in a moral failure?"

Is there adequate cash flow?
Is giving a strength at your church or are you having trouble meeting your financial obligations? Not only should your giving cover the scheduled payments, it should also provide a reserve to pay down principle and accelerate the loan's pay off. It's a fact of life that, on a normal annual-to-annual basis, most churches spend everything they make; so major adjustments are often necessary.

What do they have to lose?
Collateral is king with lenders. If you have held services in a high school gymnasium for five years and have your heart set on a new facility, where is your collateral? Lenders normally require 25 percent equity in a deal, so be sure you know what your assets are.

Why is this business going to continue?
In the church sense, this can be more accurately said as "what is your passion for ministry?" If your growth has been flat for five years, why will it change? If you've been growing, why will it continue? How strong is the vision, what are the ministries behind it. Even if they don't understand church, lenders seem to inherently grasp the fact that vibrant ministries are a sign of a healthy church.

How do we reduce the chances of rejection?
There are a few key steps a church can take to prepare.
• Get your books in order. If you don't have one in your congregation, hire a CPA with experience in not-for-profit bookkeeping.

• Devise a repayment strategy. Be clear on how you'll be able to pay not just the payments for your loan but the entire amount, preferably ahead of schedule.

• Assess the impact on your ministry. Be sure that when you take on debt and associated payments that you won't negatively impact your church's ability to minister

• Accrue equity. Although I've advised against trying to cover the entire project with a nest egg, member gifts are the best way to cover your down payment.

• Ask the tough questions. Is this project really necessary? Are we building to accommodate growth or are we building because nothing else we've tried has resulted in new members.

• Build your team. If the pastor isn't conversant with finances, then create a committee of experts who have the ability to understand, act and make informed decisions

• Demonstrate commitment. Be sure the congregation and not just leadership structure your capital campaign to show significant buy-in. Also, ensure you document the fact that the church or its leadership has voted to take on the debt in question.

• Review your regulations. Ensure your church bylaws are structured in such a way to demonstrate the funds will be handled with sufficient checks, balances and accountability.

The truth is that things in this world cost money. However, if building, buying or renovating is the answer, it will be attained through solid leadership and the proper combination of faith and finance.

About the Author
Bruce Anderson is the Florida District Manager of Cogun Inc, a leading design/build firm for churches and Christian non-profits. Cogun has completed more than 600 religious projects in 29 states and is a member of the Cornerstone Knowledge Network. Anderson is a nationally recognized speaker, author, and consultant for religious non-profits.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

By Jim Couchenour

In the United States, the 1990s brought a huge increase in the amount of spending on church facilities. In the year 2000, church people invested over $5.7 billion in religious construction, which is more than double the amount spent in 1993 ($2.8 billion). While this was good news for church builders, the return on investment in that same time period was dismal. According to The Barna Group, church attendance actually decreased in that same time period.

Unlike the movie, there are no angels suggesting that constructing a new building equals increased attendance in our churches. It is becoming more apparent that one church’s growth often equals another church’s decline, which means very little when it comes to real Kingdom growth. However, if you are building or thinking about building, there are some specific ways to maximize growth with your new facility. These, combined with an emphasis on church health, could produce the kind of “returns” that will change hearts and lives forever. Consider these three suggestions:

1. PRAY. As you begin construction, be sure to set up a plan for specific, directed prayer efforts. Of all the various activities, this is the most important. These efforts can be in the form of cottage prayer meetings in homes and/or an all-church prayer vigil. Typically, they take place just prior to the grand opening of your church. These are concentrated prayer events especially focused on those who do not have a church home and just might be prompted to visit your new facility. There is a “pioneering” feel to a new facility and some new folks may want in on the excitement. This prayer emphasis also helps keep church members focused on mission and not become absorbed in building issues. The enemy delights in wearing people out and keeping them distracted.

2. PROMOTE. Some people may drive by your construction site and see what is happening, but most will need to hear about it through intentional methods of communication. One of the best ways is to set aside a Sunday to specifically welcome people who currently do not worship anywhere. This day can then be promoted in any number of ways - from personal invitation cards to television commercials on your local stations. Be careful to match your message with your ministry target. Another important method of communication is through low cost publicity. While you have less control over timing and content, a new building is a great human interest story for local media outlets.

3. PRESERVE. Once new guests are beginning to visit your new building, it is essential that you intentionally assimilate them into your fellowship. Those that develop relationships early are the most likely to return on a regular basis. Be sure to use a directed program that includes greeters, ushers and a follow up team. Organizations such as Care Ministries (www.caremin.org) are excellent at helping you implement this step of the process. But don’t expect new guests to immediately start coming week after week. It will take awhile for those who haven’t built church attendance into their weekly schedule, to make this a regular habit. This requires much prayer and personal relationship building.

For all the money church people give toward religious construction, the question of return on investment should be prayerfully considered and not just assumed. Ideally, a specific set of measurable goals, combined with a healthy discipleship program will result in more people knowing and growing in Christ.

About the Author
Since 1983, Jim Couchenour has partnered with hundreds of churches to design and build new facilities through his work with Cogun Inc.,  which now is part of the Cornerstone Knowledge Network . Most recently, Cochenour developed “High Tech, High Touch, Hi Jesus” -- a church building design for postmodern culture. He is a member of New Hope Community Church in Boardman ,Ohio, where he is developing ways to bridge the gap between the churched and the unchurched. Reach him by calling 800.258.5540 or by e-mail at  jrc@cogun.com.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

By Bruce Anderson

When pastors and church members contemplate building a new church, they often think in terms of a new edifice, a glorious building with stained glass, tastefully painted walls and high ceilings. But in the rush to plan and fund four walls and a roof, some churches might overlook a key element: what to put in the new building. Quality sound, lighting and presentation equipment can make the difference in how people perceive the life-changing message you're presenting.

In the ideal situation, the presentation technology needs of your building have been addressed from day one of the planning process. The building itself has been designed from the inside out, focusing first on the shape, size and acoustic character of the sanctuary. If you're really on track, this emphasis on quality worship elements has led you to place a skilled sound engineer into a peer working relationship with your architect.

In a perfect world, the technical equipment has been carefully chosen and integrated into the facility to generate the optimal stimulation of the senses, creating a veritable work of sight and sound art. In this ideal scenario, your plans have included technical needs in the project budget and the equipment in question has been funded as part of the building's overall financing package. This astute financial approach has thus accounted for lower interest rates, extended repayment times and a lower overall cost for your capital investment. The end result is a seamlessly integrated setting for pure worship and life change.

Unfortunately, we don't live in a perfect world. There are those churches that delay planning on technical requirements until they are well into the capital campaign, then add them at a too-late point in the funding and design process. Other churches might undergo a change in leadership only to discover that their new pastor wants a higher level of quality in technical equipment. Still others might find that construction costs have stressed their finances to the point that they simply cannot afford the right quality of equipment. In these situations, buying may take a back seat to leasing.

Leasing is often more closely associated with the automotive industry, but it is gaining increasing popularity in the church world. In the old days, the major capital outlay for technology might have consisted of replacement ivories for the pipe organ or a new batch of leatherette hymnal covers. In this era of rapidly changing technology, churches are relying more frequently on unique communications technologies utilized in education, entertainment or corporate America. Video projectors, wireless transmitters, sophisticated sound mixing equipment and even smoke machines are integrated into church services designed to appeal to the increasingly sophisticated participants in our interactive culture. Your church may never need a smoke machine but as a teacher, you might agree that if the Word can't be clearly heard, it may not get the job done.

Churches face growing competition from the countless recreation options that people have on a Sunday morning. They aren't competing so much with other churches any more but with other institutions that inform, educate and entertain (e.g., television, amusement parks, movies or concerts). Although a Ricky Martin concert will never match a Billy Graham sermon for substance and eternal significance, polished shows by Martin and other entertainers set a standard for technical excellence that people then associate with "professional" organizations. Conduct a service or two with dead microphones, shrieking feedback and a bass-heavy mix that shakes the windows and see how many people come back. It pays to use the right tools.

Even if your church wants to capitalize on the available communications technology, your financial situation might keep you from touching the quality of equipment you desire. There are some churches that will squirrel away money for the day they can pay cash for a particular item. However, the rate at which your church account can accumulate dollars is often exceeded by the rate at which the technology items increase in price. Leasing can help churches get the quality equipment that they need to reach people now without crippling them financially.

Also, some technology items might add value in terms of convenience and quality to your operation, but are either difficult to maintain or too expensive to justify purchasing. An example of this outside the sanctuary is office equipment. You may need a copier to duplicate your bulletins, your ministry fliers and the endless paperwork of churches. However, your church secretary may not have the training necessary to maintain a copier and your budget might not support the price of a purchase. A lease on this type of item--with its accompanying maintenance and service features--can save endless headaches for you and your people.

Like any technology product, church presentation equipment is on a rapidly rising curve of innovation, development and change. Gizmos that elicited a "wow" in your main service a year or even six months ago may have already been relegated to your children's service or the Tuesday bridge club. This rapid pace of change can severely impact the value of an item once the church purchases it. Depreciation is a fact of life. However, when you're dealing with high-tech equipment, obsolescence can accelerate that depreciation to distressingly low levels. Leasing can take the edge off of this depreciation.

Also, leasing offers a certain degree of flexibility. Although a lease term may run three years or more, it can give you the chance and the incentive to upgrade your presentation technology so that you can continue to communicate in the most effective way possible. In some respects, it can be almost like a test-drive of your equipment.

Leasing is not for everyone, nor is it appropriate in every situation. Your decision will likely be based on a few pros and cons. The cons must be considered as you begin your thought process. First of all, leasing can end up costing more in the long run due to the various charges and interest that companies may charge. Secondly, a poorly- or deceptively-written contract can put you in a bind at the end of the term or if the item is damaged.

On the pro side, leasing allows you to hang onto your existing capital in the near term. Also, you get your hands on a better grade of equipment than if buying outright. In addition, leasing can inoculate you from the scourge of obsolescence that eventually diminishes the value of every technical creation. Finally, a relationship with a reputable leasing company might position you to upgrade your equipment over the course of the lease agreement as new technologies emerge, depending on your lessor's policies.

If you believe you might be ready to lease some of your equipment, it is important to know how to choose both your equipment source and/or your leasing agent. You or your music minister may be a regular customer at your local music store. These stores are a great place to purchase lower cost items like microphones, guitars or music stands. However, when it comes to planning, obtaining, installing, calibrating and operating a 48-channel sound board or special effects lighting, you probably won't get the best deal or advice.

For a major presentation improvement project, it is well worth retaining the services of an experienced sound consultant. A consultant who answers to you and is paid by you will enter all planning and negotiations with your vision and best interests foremost in his or her mind. They can collaborate with your architect, your music minister and other expert counsel to design the most favorable sound and light situation. Then they can represent you in dealings with equipment distributors and apply their volume discounts, industry knowledge and experience to the negotiating process.

Since you may go outside the world of church vendors to obtain your equipment, you might find yourself working with distributors who don't share your passion for stewardship and lost people. Some vendors may see your church plans, get a whiff of your budget and then, regardless of your actual needs, try to wring maximum dollars out of you by selling you equipment you don't really need.

When negotiating your lease, there are a few non-negotiable guidelines. First, shop around for favorable lease programs. You may not find significant differences in fees and interest, but you may find companies that offer enhanced service support and other benefits. Don't forget to inquire about training support. Since the group that will operate this equipment during your services may be composed entirely of volunteers, you should try to find a leasing company that will train them.

As part of your research, ask these companies for the names of other satisfied customers and then contact them (hopefully churches) to get their thoughts on the company in question. You may find that a company with pretty advertisements and brand name equipment has a lousy track record on returning calls or honoring commitments.

Also, and most importantly, make sure you have a written commitment to a set price due at the end of the lease. It is not unusual for some leasing companies, whether they deal in cars or spotlights, to stick you with a huge bill at the end of the lease. As tight as church budgets are, you cannot afford to be in a spot where you are legally obligated to a huge, unexpected debt.

So, if you are committed to using technology to reach people in ways that they are used to being reached, you may want to consider the path of lease resistance.

About the Author
Bruce Anderson is the Florida District Manager of Cogun Inc, a leading design/build firm for churches and Christian non-profits. Cogun has completed more than 600 religious projects in 29 states and is a member of the Cornerstone Knowledge Network. Anderson is a nationally recognized speaker, author, and consultant for religious non-profits.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

Published in September 2003 issue of Church Business
By Brad Eisenmann

Going to church has become far more than a Sundays-only priority. Increasingly, churches are humming with activity that’s intended to address the needs of a broad demographic 24 hours a day seven days a week. It’s no longer uncommon to find an Internet café or a commuter station attached to a church and, of course, childcare has been based at many churches for a number of years. In addition, there may be events scheduled nearly every night of the week, which can include meetings, seminars and ministry gatherings sponsored by the church as well as those sponsored by outside organizations using the church’s space.

This “we never or rarely close” mindset has changed the way church renovations and new construction are conceptualized and executed. No longer is extra space quickly added as needed. Churches today spend a lot more time in the planning phase, to ensure that their decisions will work for them and their congregants years down the road.

Collaboration is the hallmark of today’s church construction.

A growing number of churches are not only requesting but demanding preliminary planning through a collaborative team approach that emphasizes connecting facility design with the church’s mission and vision. Because this benefits all parties, general contractors that focus exclusively or primarily on church construction are actively promoting this kind of alignment and collaboration.

In years past, a construction firm may not even have been brought in to the process until finished blueprints were unfurled. That frequently presented major problems for both the builder and the client. It often led to the necessity (and additional expense to the client) of revising the design, because the cost to implement some elements of the design may have been too high. Or, the practicality of building to some of the specifications may have been an issue.

For budget-conscious churches especially, the traditional “design-bid-build” approach—where an architect completes a design and that design is then put out to bid among general contractors---has proven to be an inefficient model. Ironically, in an effort to save money while using this model, many churches have tried---with varying degrees of success --- to assume responsibility themselves for some of the more complex elements of the construction process. This can be not only a distraction to the church’s ministry but a frustrating undertaking as well.

Enter “design-build,” more aptly described as a collaborative team concept. Its strength is in its simplicity: all of the key players---the client, the architect, the engineer, the general contractor and even sound and lighting experts when appropriate----are involved in the process from the first day. Church representatives thus assume appropriate responsibilities within the framework of the process, not those for which they have received no training. Church representatives tell the team what they want and need.

“Architects are gifted in layout and esthetics,” says Dale Witherington of the general contracting firm Welsh Companies in Minneapolis. “But they may not have as strong a background in understanding costs and construction methods. By the same token, builders may not have the appreciation for esthetics and space planning that architects do.”

By bringing all the parties together initially, the client has the benefit of both right-brained, spatial thinking (the architects) and left-brained, concrete thinking (the builders and engineers). A strong team will have players with both gifts and will keep the group balanced.

Preliminary planning---what we like to call “visioning”---should be your foremost concern. Visioning can consist of three steps: a survey of the health of your church; a demographic study that looks at your current and prospective membership; and a financial roadmap to project financial and facility needs. Experience has shown that projects with effective leadership, a strong vision and a solid financial model have a very high probability of success. That's why this step is vital.

Focusing on mission and vision and their link to facility design makes all the difference.

If you’re not connecting your design and construction plans with your congregation’s long-range objectives and commitments to your community, you’re missing an element critical to the success of any building project.

Consider the story of Zionsville Fellowship in Zionsville, Indiana. From the very beginning 20 years ago, Zionsville Fellowship was committed to the idea of community and ministry---to each other and their neighbors. These philosophies shaped Zionsville Fellowship’s teachings, ministry efforts and worship services. It also attracted a lot of worshippers, whose numbers grew from a small group to more than 900 average attendees. They had outgrown their existing facility.

The church leadership wanted a new building, not just for the needed space, but also to allow them to conduct their ministry as they felt called to do.

Pastor Thomas Streeter says, "We believe that there is a relationship between art and architecture, and community and church life and civil life. We had some overriding theological views we wanted incorporated into the building.”

The congregation’s tradition is to invite individuals on Sunday mornings to share a testimony with all those in attendance, but without benefit of a microphone. The church needed a sanctuary with acoustics that could accommodate that tradition and still allow 900 people to hear what was being said. That goal was impressively met through the new sanctuary that was built.

Since Zionsville Fellowship previously met in a converted office building, they had low visibility in the community. One of the goals of the new facility was to visually establish the congregation as a church--- essentially to provide a visual beacon. That goal has been met. Several design touches, such as a towering steeple, immediately identify the structure as a church. The design also consciously presents the church in visual sections, rather than as one large, intimidating 61,000-square-foot edifice. The building looks appealingly intimate and much smaller that it actually is.
Church design today fosters connections.

Architectural design of today’s churches focuses on creating environments where people can relax and connect, similar to contemporary retail businesses and restaurants such as the Rain Forest Café, Barnes & Noble booksellers and Starbucks.

Connections may be underscored from the moment you walk in a church. While the worship space is still the most important space in a building, the gathering space, sometimes called the foyer--- the “hub”--- is the new town square of the building. It’s the new fellowship hall. It’s a place to meet and greet others, share in fellowship, gain direction, have a cup of coffee and nurture new friendships.

The same idea can be extended to gathering places where food is enjoyed. Taking a cue from Starbucks and Barnes & Noble, some churches are blending coffeehouse-like environments with the church bookstore. A coffeehouse or café-like setting enhances the concept of people meeting people who have common concerns.

Nursery facilities located adjacent to the worship center and gathering space allow parents to feel that their little ones are safe while Mom and Dad attend services. And through this configuration, parents can quickly attend to their children when necessary.

Accommodating the latest technology in the design and construction of a church building strengthens connections, too. Acoustical performance is critical not only to very large congregations, but to all churches, because it enhances the worship experience. In many instances, the sound is created completely electronically and a room may be designed not to generate any ambient sound. This eliminates distractions and draws more attention to the activity of the moment. Theatrical lighting may be a consideration as well and as a result, sound and lighting professionals often are vital members of the collaborative team.
“Multi-purpose” and “flexible” are the watchwords for church facilities under construction today. A building or gathering space is created for a variety of purposes. Children’s classrooms, for examples, may become meeting spaces for adults attending evening seminars.

Design and construction firms are specializing in churches.

When contemplating a renovation, addition or building a church from the ground up, it’s especially important to select architects and general contractors with extensive experience in this type of development. “The entire process is more efficient when you hire a firm very specifically focused on the practice of building churches,” says Ken Dean of the general contracting firm Rowland Companies in Dallas, TX.

When you speak a common language, the “ramp-up” time is shorter and no time is wasted trying to explain the essentials of a particular niche.

In summary, your building project’s success can be assured if you look to a collaborative team process led by experienced church specialists. A creative team will help you connect your building plans to your congregation’s mission and vision. And this will ultimately give you a facility that works for your congregation for many years to come.

About the Author
Brad Eisenmann is director of business development for Aspen Group, a full-service firm specializing in Visioning, Architecture and Construction for churches. Aspen Group is a founding member of the Cornerstone Knowledge Network, which provides research and education to churches concerning construction-related issues and trends.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

By Jim Couchenour

Church buildings and church growth have not always been synonymous. The early church somehow managed to add staggering numbers of converts using only homes and catacombs for shelter. After Christianity was “legalized,” buildings began to take on an increasing importance. In many cases, cathedrals and monuments were so ornate as to re-initiate the idea that the presence of God, or at least a facsimile of heaven could be housed in an inanimate structure. Down through history there has always been the tension of building design vs. building functionality. Design would lean toward honoring God through aesthetics and function would lean toward gaining as much additional space as possible for added membership.

Times, however, are changing. Modern church design is much less about bricks and mortar and much more about innovation and connection. Decisions about colors and textures are giving way to decisions about networks and virtual broadcasting. And this is great news for those who want to grow without entering into a major building campaign.

For example it is now possible to…

Start another service. Thousands of churches are seeing the benefits of adding a second or third or even sixth service on the weekend. Logistical concerns are much easier to deal with than the burden of a major debt load for a new structure.

Add video projection. Some churches have an existing area of their building that could be converted to overflow space quite easily. With a modest investment in video technology, services could be broadcast either concurrently or at a later date. One church outside of Chicago actually has no teaching pastor. Every service their worship team leads worship and then Bill Hybels is projected on the screen to deliver the sermon.

Start an internet church. Research shows that a huge number of people begin their search for religion on line. Instead of making your church web site an overblown bulletin, why not broadcast the Good News to the world? Your church site could be a portal for thousands to hear the gospel message at a fraction of the cost of media broadcast.

Teach via the internet. Many churches lament the fact that their classrooms aren’t adequate for their Christian education needs. Why not leverage your best teachers and re-broadcast their lessons on the internet for those who want to learn at their own pace on their own time? Additionally, the recorded sessions could be used for live or re-broadcast in your existing facility any time throughout the week.

Of course, with any shifts like the ones above, ministry paradigm shifts must also occur. One of the most significant that will take place as churches begin to implement new ministry offerings, is the shift to buy people in place of buildings. While buildings will always be needed for shelter, advances in technology are allowing us to invest in people that can leverage that technology in creative ways. Less dollars are spent for structures, and more dollars are available for ministry. And, as younger generations begin to take the mantle of leadership they will also be much more comfortable with both real and virtual presentations.

So don’t retreat from growth because of prohibitive building costs. Ask God for innovative, creative ways to grow through the emerging tools with which He has blessed us. Remember the difference between the method and the Message.

About the Author
Since 1983, Jim Couchenour has partnered with hundreds of churches to design and build new facilities through his work with Cogun Inc.,  which now is part of the Cornerstone Knowledge Network . Most recently, Cochenour developed “High Tech, High Touch, Hi Jesus” -- a church building design for postmodern culture. He is a member of New Hope Community Church in Boardman ,Ohio, where he is developing ways to bridge the gap between the churched and the unchurched. Reach him by calling 800.258.5540 or by e-mail at  jrc@cogun.com.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

By Jim Couchenour

In 1873, Levi Straus set out to create a great pair of blue jeans using a very unconventional idea - installing metal rivets at the points of strain. Sixty-eight dollars later, he secured patent #139,121 and the rest is, as they say, history. That single concept has morphed into an empire that offers twenty-seven different types of jeans with multiple color options. And that’s just for men! In business today, segmentation sells.

A similar kind of segmentation has happened in other areas of our lives including religion. Religious groups in the latter part of the 20th century largely fell within three distinctions – Protestant, Catholic and Jew. Since then, numerous denominations and “strands” have developed through individual and collective interpretations of the scriptures. Much of the Protestant segmentation fell along doctrinal lines after individuals and/or groups hammered out their particular theological understandings. These beliefs were then packaged, made understandable and offered to those with like-minded views. This “choice by cognition” brought a person to faith within that particular fellowship.

This trend toward doctrinal segmentation has increasingly trickled all the way to the individual. People are now taking a very personal and individualistic approach to religious beliefs. Those beliefs are now based on a combination of a person’s background, biblical understanding and personal feelings with little regard for institutions or hierarchy.

A study published in USA Today 12/24/01 shows that more families now embrace many faiths. Twenty percent of people say their spouse or domestic partner has a different religion. Sixteen percent of adults say they have changed their religion at least once in their lives were turned away altogether. The number of religious options is now huge and includes former fringe groups such as wiccans, which has grown from 8,000 recorded in 1990 to 134,000 self-proclaimed witches in 2001!

We are moving from “choice by cognition” to “choice by feeling”. This is especially true among the twenty-something generation where church attendance is the lowest of any other age group, but belief in God or a higher power is highest among any other age group. Religion is out, spirituality is in. External belief sets are out, internal feelings are in. It’s a strange paradox. People are increasingly looking for life-change through spiritual means. But there is a huge disconnect between the institution of the church and those who are seeking spiritual fulfillment.

What does this mean for the church? Is it business as usual or do we break out of our manufactured world as Truman did in the movie, “The Truman Show”?

Many angles have been taken on this - leadership issues, worship styles, approaches to evangelism, etc. But let’s begin by taking cues from the driving force in our culture today – “on-demandism”. The Gallup Organization did a study on congregational engagement that indicates the first and foremost question people ask of any organized church is “What do I get?” And when you can order one of twenty-seven different types of jeans, perhaps there should be multiple entry points that a person could take in their spiritual journey to Christ.

Given the inherent limitations of a local church’s ability to offer personalized, “on-demand” spiritual guidance to a multitude of people, what do we do? That’s the point. Maybe we “don’t”. What if your church were to very narrowly define whom God is calling you to reach and how He wants you to reach them? For larger churches this could include ministries within the local church. What if you intentionally excluded some programs (and some people!) in favor of making your ministry very tightly programmed and focused? Is this a reduction of the gospel? No, it is a reduction in methods based on a more precise definition of our ministry target. Consider the model of Jesus. He left out many teachings on certain subjects in favor of more critical subject matter. He also chose twelve men - not 20 or 100 – to literally change the world. In a word, He was focused. He knew He had limited time and maximized that time accordingly.

As individual churches design more intentional ministries, spiritual seekers have a more readily defined and understood entry point into Christianity. As believers reach out to their friends, which is the most potent form of evangelism, they now know how a particular ministry is shaped to meet their friend’s needs.

When you multiply God’s unique calling for each individual church by the number of churches, this is a huge pool of entry points for spiritual seekers if churches take the time to focus. Perhaps in the future local churches will even refer spiritual seekers to other fellowships that have an effective ministry more suited to that person’s particular needs and background.

All of this requires three essential elements:

1. the willingness to seek God for your particular ministry calling

2. the courage to trim back any non-essential programs

3. the ability to train and equip all efforts that are focused on reaching your unique ministry target

Just as specialty “mom and pop” stores thrive by finding a niche, local churches can broaden their reach by narrowing their focus. Then this collection of “on-demand” diversity through many churches focusing will strengthen the Church at large as spiritual inquirers seek out their own faith development.

About the Author
Since 1983, Jim Couchenour has partnered with hundreds of churches to design and build new facilities through his work with Cogun Inc.,  which now is part of the Cornerstone Knowledge Network . Most recently, Cochenour developed “High Tech, High Touch, Hi Jesus” -- a church building design for postmodern culture. He is a member of New Hope Community Church in Boardman ,Ohio, where he is developing ways to bridge the gap between the churched and the unchurched. Reach him by calling 800.258.5540 or by e-mail at  jrc@cogun.com.

By Jim Couchenour

“The house that would please me would be some great room where one talked to one’s friends in one corner, and ate in another and slept in another and worked in another.”

Could these words of William Morris be applied to future church design? For years churches have followed a track for future development typically called a Master Plan. The most forward thinking designs included “bump outs”, integrated additions and the like. The problem is that church designers had to assume future ministry would take place in the same form as it had when the building was originally conceived.

Needless to say, there have been unprecedented changes in church design over the last few decades. In the 1970’s rectangular-shaped sanctuaries morphed into fan-shaped auditoriums. The 1980’s ushered in the multi-ministry facility with daily ministries. Most recently we’ve experienced various forms of multimedia from nursery pagers to video taped baptisms in our churches, all resulting from different methods and models of ministry.

This metamorphosis has happened at an increasing rate compared to prior decades which points to even more rapid changes in the years to come. An antidote to the inevitable obsolescence of space might be to “think inside the box” and design for maximum flexibility. One example of this would be to build the outside “shell” as open as possible to allow a very fluid and changeable interior.

Future forms of gospel presentation and communication will no doubt include elements as foreign to us now as video projectors were in the 1960’s. The only type of building that will allow for these transitions is a building that can be deconstructed, transformed, and morphed into the realities of ministry a generation from now.

Buildings may also tend to be smaller because virtual space is becoming larger. Learning and personal relationship development will be more and more “on-demand” and wired which will reduce the need for physical space. Interpersonal connections will be sustained through a combination of virtual and physical means.

In addition, external inflationary pressures are mounting in the form of rising land and materials costs, code regulations and municipal ordinances. These can be reduced by building open flexible space that can be configured for current and future ministry needs. Open design frees us to re-work the building in the future without the fetters of designing only for the present. We end up creating multi-ministry space that not only works now, but has the ability to change as ministry methods change.

The next installment will give specific recommendations on what design features to include as we “think inside the box”.

About the Author
Since 1983, Jim Couchenour has partnered with hundreds of churches to design and build new facilities through his work with Cogun Inc.,  which now is part of the Cornerstone Knowledge Network . Most recently, Cochenour developed “High Tech, High Touch, Hi Jesus” -- a church building design for postmodern culture. He is a member of New Hope Community Church in Boardman ,Ohio, where he is developing ways to bridge the gap between the churched and the unchurched. Reach him by calling 800.258.5540 or by e-mail at  jrc@cogun.com.
 

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

By Jim Couchenour

The last installment of “Think Inside the Box” developed the idea that churches would be wise to consider designing their future buildings as open and flexible as possible. With the pressures of increased costs and the likelihood of changes in ministry methods, this design approach allows for change much more readily. As the last few decades have proven, change in ministry methods and models will continue at an accelerated rate for the foreseeable future.

As we anticipate future church design, here are some suggestions that will allow your building to adapt most readily to changing ministry methods and models.

Raise the Floor. Some designs now call for an access floor above the main flooring which creates a highly adaptable layout. Electrical runs, mechanical supplies, and other wiring for communication can be installed and reconfigured easily. This minimizes the need to cut into fixed spaces and allows very precise control for temperature, communications, etc.

Go Wireless. There will always be a need for wires to some extent. But that need is increasingly reducing back to the support systems required to allow for individual communication. For example, computers hold the information but send that information through wires to the wireless transmitter. In ministry this may mean providing the means for someone to wirelessly connect their computer or handheld device to receive sermon notes, church announcements, or even transmit tithes and offerings on a Sunday morning.

Get Green. While there is debate on it’s urgency, concerns for the environment will only increase in time. There are many products that are now offered to conserve energy and reduce the impact to the environment. For example, “smart” windows can sense the need to reduce ultraviolet rays. But it goes beyond actual products we use to include the controls themselves. Light and temperature sensors can automatically come to life when a person walks into a room and then go into “hibernation” when not needed.

Break Up to Make Up. In recent years churches have taken advantage of the portable wall systems to increase flexibility. These can come in many shapes and configurations, from ceiling mounted accordion-types to moveable fixed partitions. But this too, must go beyond flexibility just for today’s needs. A church that wants to create new ministry space in the future can literally deconstruct it’s interior if forethought is given to well placed support systems. For example, large main ducting runs can be engineered and designed above the ceiling so that “branch” ducts can be re-routed to newly designed rooms. Wiring for communications and electrical supplies can be designed either within the access flooring or around the outside “shell” to allow for reconfiguration.

Any discussion of church design must recognize the connection it has to church ministry. Because the timeless truth will always be communicated in the context of the current culture, methods will always change. And a building designed for this will much more useable and flexible.

About the Author
Since 1983, Jim Couchenour has partnered with hundreds of churches to design and build new facilities through his work with Cogun Inc.,  which now is part of the Cornerstone Knowledge Network . Most recently, Cochenour developed “High Tech, High Touch, Hi Jesus” -- a church building design for postmodern culture. He is a member of New Hope Community Church in Boardman ,Ohio, where he is developing ways to bridge the gap between the churched and the unchurched. Reach him by calling 800.258.5540 or by e-mail at  jrc@cogun.com.
 

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

Published in June 2004 issue of Church Business
By Ed Bahler

Emerging generations are drawn by passion, not credentials. They want to be challenged, not taught.

In opposition to past approaches, they avidly promote social awareness and desire to serve and make a difference in the world.

Social shifts in approaches like these require ministry change — a great opportunity for church leaders and communities.

A Vast Wasteland of Relationships
Generations X and Y not only are reacting to the failure of the past era to answer key questions of life, they also are responding to the faceless, relational emptiness of suburban America — something one Midwestern large-church leader (who asked to remain anonymous) describes as “a vast wasteland of relationships.”

In years past, relational and community needs were met in traditional families, small-town neighborhoods, at the local barbershop, soda shops and cafés. These families and small gathering places provided opportunities to build relationships and a sense of belonging to communities outside our homes and workplaces.

But life in the Midwest has changed. In many ways, sub-urbanization displaced Main Street USA and the local community. Main Streets were replaced with centralized residential areas, and people could no longer easily walk downtown or to a nearby soda shop. Consequently, malls were built. People were drawn to them, but they were ineffective, inauthentic simulations of Main Street.

Couple these losses of traditional families and Main Street, and the results equal a lost sense of community and a lack of opportunity to be purposefully engaged.

It’s Not About the Coffee!
Attentive entrepreneurs noticed this loss and the longing for connectedness in our culture. For example, businessman Howard Shultz discovered street-corner coffee shops while traveling in Italy shopping for coffee bean ovens. He observed the same people gathering daily after work to share stories, encourage each other, drink coffee and simply connect in the journey of life. Shultz implemented his vision of the corner coffee shop and built the Starbucks organization we know today.

Soon, Panera Bread and Barnes & Noble created similar gathering spaces where people could connect and create a sense of community. Then, others — such as authors Robert E. Webber (“Ancient-Future Faith”) and Ray Oldenburg (“The Great Good Place”) addressed the café philosophy from a ministry perspective, and the trend has been incorporated into churches.

Drawing and Connecting
Many innovative church leaders have experimented and adapted to address these emerging generations’ need for relationships, participation and experiential approaches to learning and growth. As a result, facilities must be carefully tailored to suit a clear ministry vision, mission and core values to ensure harmony in the message each communicates to prospective neighbors seeking purpose and answers to the meaning of life. After all, the typical visitor decides within 10 seconds if a new church feels comfortable.

As such, the narthex, foyer or public space should be given special attention. In fact, innovative churches create public spaces that are between 30 percent and 70 percent the size of the auditorium. When designed with intimate alcoves, welcome centers, adjacent library/interactive learning centers and coffee/video cafés, this large, warm, inviting space is vital to drawing visitors and facilitating a soft transition.

Leaders at Zionsville Fellowship Church (ZFC) in Zionsville, Ind., created exterior courtyards and a public space with natural overhead lighting that literally draws people to early Sunday worship.

“We have strangers, as well as church family, come in off the street to walk around, saying they just like walking through the space,” says ZFC Pastor Thomas Streeter. Such a seemingly large expanse of public space has multiple uses, including a chapel for weddings and/or funeral services, large classroom breakouts and even a video venue.

Foster Experience, Participation
The high-tech society in which Generations X and Y were raised elevates their expectations for powerful, impressionable experiences. Worship spaces must address this need, as well as the desire for participation, and exude a spirit of transcendence. Therefore, special consideration must be given to accommodate drama, high-tech audiovisual presentations and individual participation.

For example, ZFC paid special attention to room geometry and acoustics to allow every worshiper the opportunity to share testimonials or praise without electronic amplification — a major challenge in an 800-seat auditorium. In addition, a strong sense of transcendence was achieved with cascading natural light from windows placed high in the worship space.

Elsewhere, other such concepts are gaining popularity, including flexible seating around stages to accommodate change and future ministry/drama needs and worship spaces that initially accommodate sports ministries in multi-use environments. Such gathering areas provide experiential connectedness that builds a sense of community both for students and parents.

Similarly, Christian education spaces should enhance retention through support programs that are visual and experiential while providing a spirit of transcendence and intimacy. Granger Community Church in Mishawaka, Ind., for example, incorporated thematic and visual, inspirational and tactile space in their experiential libraries and engaging entryways. Children of Generations X and Y are quickly drawn to the education space’s bold visuals and learning areas with their brightly colored, tubular slides. Such creative use of space boosts Generation X’s and Y’s involvement in quality ministry.

Quality Design = Good Stewardship
Generations X and Y demand quality, and mere attention to size and function will not be adequate to attract them. Therefore, a multipurpose approach to construction is critical to practicing wise stewardship. Each anticipated use of a space must be considered during design. Thus, colors, lighting, audiovisual and acoustics must be carefully planned to create the experiential spaces these emerging generations desire.

While we labor to share the message of salvation with non-believers and to “free the captives,” we must be sensitive to these unique needs for learning and relationships. Therefore, we must build gathering spaces, which effectively attract Generations X and Y.

As the Apostle Paul passionately expressed, “I have become all things to all men so that by all possible means I might save some.” (I Cor. 9:22b)

About the Author
Ed Bahler is the CEO of Aspen Group, an FBi Buildings company providing integrated, single-source design/build services to churches in the Great Lakes Region. Aspen Group is a founding member of the Cornerstone Knowledge Network, which provides research and education to churches concerning construction-related issues and trends.

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

Published in February 2005 issue of Church Business
By Sandy McNichols

After years of planning your church is ready to break ground on your new building project or is ready to dedicate your new building! These are milestones to celebrate, but what should you do?

There are two principles to follow. First, make it an EVENT, not just the norm. Plan something the whole church can feel a part of like a meal or special all church service. If the congregation is too big to fit into the worship center at the same time, find a facility that will accommodate everyone. The idea is to build on the unity that is so crucial to making such a project a success. Secondly, remember it’s all about God, not us. Things so tangible as buildings and grounds can easily be about looking at what we did. It has to be about what God is doing. It is important either to put the celebration in the context of worship, or worship in the context of the celebration.

There are a variety of things the church can do, but all well-planned events require good communication. Start building excitement and anticipation three to four weeks prior to the event. In your bulletin, newsletter, website and from the pulpit, tell the congregation to “Save the Date.” Two weeks prior, announce the celebration using all your forms of communication with your congregation. Take advantage of this celebration to try to obtain free publicity within your community. Send a press release or a special interest story about your church four weeks ahead to your local newspaper, radio and/or TV station. If you know a local reporter, contact them personally and tell them the story and invite them to the celebration. Be sure to take pictures at your celebration and submit them to the local paper after the event.

Ground breaking ideas might include marking the footprint of your new building and have the congregation stand around it and pray for the project as well as the ministry that will take place in the future at this location. Congregation members can be given or instructed to bring a shovel, real or toy, to use to dig around the footprint. One church had the congregation bring shovels and they dug a big cross in the middle of the property. Each member can sign a flag or wooden stake with a Bible verse, their name or the name of someone they are praying for to come to know Christ. After signing the flags or stakes hammer them in the ground around the footprint. (In your communication with the congregation about the event ask them to bring hammers, shovels, cameras or whatever you need them to bring.) The flags or stakes are later pulled out and put in the foundation under the concrete. The congregation can then remember and claim that they are a part of the foundation of this church.

Oaklandon Christian Church in Oaklandon, IN had a special service at their new site followed by a picnic. A picture was taken from a crane of the church families present that day and each person signed the matte in which the picture was to be framed. The picture now hangs in the church entrance.

Have a backhoe at the site and at the appropriate signal it begins moving dirt. Congregation members can each fill vials, or small jars with some of the dirt. A Bible verse or the church logo could be printed on a label and adhered to the container.

Zionsville United Methodist Church in Zionsville, IN had a very unique groundbreaking. January 30, 2000, was designated as the day for the groundbreaking for their relocation. That morning it snowed 6+ inches. When many churches were canceling worship, they had over 100 people walk the local bike trail from their old location to their new location (about 1 mile away) to participate in what was dubbed "snowbreaking!"

Greenwood Christian Church in Greenwood, IN did their ground breaking ceremony on video and showed it to the congregation during morning worship services one Sunday. There were no roads on their new property and consequently no places for people to park.
On the Sunday that they shot the video they took all of their children elementary age through high school by buses to the new property. They were each instructed to bring an umbrella. The kids positioned themselves on a previously spray painted outline of the building and then all opened their umbrellas. Video footage was shot both from the ground and from an airplane flying overhead.

That same afternoon, their elders and ministerial staff went to the property and were filmed actually turning over some dirt with shovels and praying for the new facility. All of this footage was edited by their video ministry, put together with some music and narration and shown several weeks later. According to David Strange the Executive Minister “It was extremely effective and allowed the whole congregation to participate which would have been impossible if we had tried to do it any other way.”

On a slightly different format St. Luke's Episcopal Church, a former downtown church in Atlanta purchased a building adjacent to it with the intent of first tearing it down for re-development as a cloistered garden and walkways. During the church service prior to the groundbreaking, the Sunday School children secretly decorated a wall by the church's parking lot with colored chalk and spray paint with images of the flowers & trees to come, and hopeful phrases. Then a trumpeter led the adults from the church in procession out to the parking lot. The musical and biblical text theme was the Walls of Jericho came tumbling down. Then a number of folks took a swing at the wall with sledgehammers before the wrecking ball arrived the next day.

During the building process there are some things you can do also to help keep the congregation plugged in and aware of what is happening. Once the building is roofed and the concrete is cured you can have your congregation sign the concrete floor with scripture, prayers and their names before carpeting or other flooring is installed. This provides a great opportunity for the congregation to preview the building and build anticipation for the dedication; as well as the church can claim that they are literally “standing on the Word of God.” With the builder’s permission, some congregation members have "visited" their site on Sundays after worship to have a "pillar of prayer" service where adults and children wrote prayers and put them into the pillars that lined the walls of their sanctuary. They also had a "cross dedication" of all the crosses that were to be used on top of their building. Some churches have invited the congregation to be present when the crane hoists the cross in place on top of their building.

Dedicating your new building is an important event to your church family and a great opportunity to reach out to your community. Scheduling the dedication a few months after you are in the facility allows time to work the bugs out of the system, and get past the close out phase of construction. If you choose to have the dedication immediately following completion of the project it might be helpful to allow the church family to preview the facility the week before the dedication in order to help host guests and avoid some confusion and excess traffic in hallways.

There have been a lot of people in the area watching what has been taking place and are curious to see what you have done. Make plans to invite the community to your dedication via a direct mail campaign, door hangers, newspaper ads or radio ads. Dedication day can be a “Friends Day” where the church family invites their friends and co-workers. Two to three weeks prior to the dedication, provide personal invitations that the congregation can use to hand out to their friends and neighbors.

When Southeast Christian Church in Louisville, KY relocated to their Hikes Lane location the congregation met at the old church. They locked the doors and the whole church family marched the half mile to their new facility some carrying banners made by Sunday school classes and the children waving palm leaves. At the new building everyone crowded into the auditorium for an informal celebration service.

The dedication can be anything from a special service to a carnival to a weeklong event. What you choose to do will depend on the type of space that you are dedicating and the culture of your congregation. Be sure the guest ministry is prepared for extra visitors. Have extra greeters and visitor packets. Some churches have prepared commemorative programs for dedication that include the history of the church and special details about the new building. Most important praise God for what he has done and will do through your church and create an environment that welcomes everyone.

About the Author
Sandy McNichols is Customer Relations Coordinator of Aspen Group, an FBi Buildings company providing integrated, single-source design/build services to churches in the Great Lakes Region. Aspen Group is a founding member of the Cornerstone Knowledge Network, which provides research and education to churches concerning construction-related issues and trends.
 

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

By Jim Couchenour

My wife and I are building a home. The process of designing our living space began with the typical thoughts about square footage, materials and floor layout. But eventually we began to consider issues much deeper than the physical characteristics of our new home. We began to visualize our life, our family interactions, and other relational issues that make up our lives. With two kids in college, maybe we should finish the basement and give them their own living space as they transition into adulthood. And with the possibility of grandchildren coming along in five or ten years, perhaps an open floor plan with wide open spaces and a prominent fireplace would facilitate the rich family experiences we hope for as the years progress. We found we had moved from the physical to the relational and back to the physical.

And so it is with worship space design in the 21st century. Shifts in culture, technology and global influences compel us toward a deeper level of consideration as we design ministry space for worship today. We must now elevate the relational aspect of ministry even before traditional programming elements such as size and flow. A quick look at the history of church design reveals how changes in culture and theological perspectives have resulted in seismic church design transformations.

1500 – 1850… From Depiction to Description
The invention of the printing press ushered in one of the most far reaching church design transformations. Painted icons and artwork morphed into printed letters. The world increasingly saw life and the world based on description rather than depiction. This, among other cultural shifts, eventually led to the Reformation. Basilica-style churches were modified so that the pulpit was relocated to the center of the room, emphasizing the importance of the spoken word. Through this time period there was much less consideration of the arts in favor of the auditory presentation of the gospel. Buildings became much more austere and functional.

1850 – 1920… From High Brow to Low Brow
At the end of the 19th century, there was a general movement toward an integration of art and culture to the masses. The same was true in the church where leaders strove to attract the middle class and make the gospel accessible to all. This ushered in a somewhat radical theater style of church building with fan-shaped seating and large stages. This helped create informal intimacy in the worship space. Music was also introduced as a significant part of worship. Church design became more circular and “user friendly” during this time period which mirrored public building design as well.

1920 – Present… From the Formal to the Informal
As we progressed through the 20th century, we see an initial throwback to the rectangular style design and a re-emergence of religious icons and appointments. Then “seeker sensitivity” took prominence in the 70s and 80s. This, combined with a more casual approach to life and business, once again affected ministry space design significantly. The consumer driven, seeker sensitive model worked itself out in fan-shaped auditoriums and multi-use buildings that emphasized functionality first and aesthetics second. Many of the “hard copy” visual arts (crosses, stained glass windows, etc.) were replaced with digital forms of presentation.

Back to the Future
As we transition into the 21st century, ministry space design is taking on various forms of the “ancient and future” when it comes to presentation and depiction of the gospel. “Bigger is better” is moving to “better is better” when it comes to the worship experience. Technology is combining with the rich traditions and storytelling of the ancient faith. And so now, we must look past the functions of ministry space and consider the outcomes of ministry for truly useful space design.

Worship space design becomes more complex when you realize that advances in technology mean relational space now includes both virtual and physical space. You and I are no longer confined to fixed instruments for interaction with other people. We’ve moved from going to a telegraph/telephone/computer terminal, to an incarnate way of communicating that allows us to be in touch 24/7 through our cell phones, and wireless PDAs.

Ministry is now conducted in virtual as well as physical space. Virtual interaction is fast changing physical interaction much like e-commerce has changed brick and mortar stores. While they haven’t replaced them, virtual communities (Ebay, bulletin boards) are now accepted as legitimate gatherings where common interests are the glue and not membership covenants, perceived obligations, or ties to buildings.

So, how do we approach 21st century worship space design, whether re-designing existing space or building new? Much has been written on the current values and longings of the postmodern culture – the need to belong, the need to experience authentic relationships and heartfelt worship. However, that’s just it – these are current values and longings of the current culture in which we find ourselves. For a building with a shelf life of, let’s say, 100 years, the pace of change almost demands that a structure be built that can be totally re-engineered to meet technological and cultural changes in the future. Suffice it to say that the more flexible the design, the better.

As we look at the current landscape, Joseph Myers in his book, “The Search to Belong” gives some guidance. The author offers the premise that are four spaces that we all belong to at any given time or in any given relationship – public, social, personal, and intimate. I believe these relational spaces could be legitimized and facilitated through the way we design ministry space. For example, the “front porch” of public space could be a warm, inviting atrium where relationships are encouraged and community is developed. Areas for interaction are built intentionally with an emphasis on natural surroundings. Opportunities for worship and teaching could also be incorporated in this space, but it would all be in the context of communal, relational space.

This “space” could also be virtual through a website, chat room, or other wired community. Many people are just as comfortable with starting the process of community in the digital realm as in any building – perhaps even more so.

As we progress through the different relational spaces, building design can help us advance to deeper levels of community and worship. Adding smaller, living room style areas that promote family and community will be useful to deeper levels of community. In the digital realm, a user could progress to more intimate spaces with online communities created for a deeper conversation and even worship experiences.

When it comes to worship space, it’s important to understand that any space referred to above could be used for a worship setting. We’re moving from the need for designated areas to openness about where and how worship takes place. Yes, corporate worship will always have a place in the body, but small group worship and individual worship are becoming legitimate as well. Perhaps in the larger gathering center, the large group progresses together, while smaller groups and individuals in other areas of the building have the option of self-directed worship experiences. These more intimate spaces for worship could include hands on, multi-sensory physical elements as a part of the worship experience.

Ministry space should facilitate a merging of the digital and the physical. Flexible corporate worship spaces can be configured to move from artistic digital presentations to the “high touch” that is so important to the worship experience. Moveable seating and staging allow for innovative floor layouts and interaction between the worshippers. Multiple projection screens will add to layout flexibility and bring in the important art forms of still shots and video.

Finally, answers to a few key questions will help as we consider worship space design in the emerging church:

Does the décor promote a sense of awe and wonder?

Does the space allow for worship through the arts?

Have we included physical icons that people can touch and experience with all their senses?

Does the space provide an environment to worship God and experience community?

About the Author
Since 1983, Jim Couchenour has partnered with hundreds of churches to design and build new facilities through his work with Cogun Inc.,  which is part of the Cornerstone Knowledge Network . Most recently, Cochenour developed “High Tech, High Touch, Hi Jesus” -- a church building design for postmodern culture. He is a member of New Hope Community Church in Boardman ,Ohio, where he is developing ways to bridge the gap between the churched and the unchurched. Reach him by calling 800.258.5540 or by e-mail at  jrc@cogun.com.
 

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

By Bruce Anderson

Whether you're wielding the gold shovel or the giant scissors at your groundbreaking or ribbon cutting, you're taking part in a truly joyful occasion. It is the time between these watershed events, however, that will truly test the measure of your skills as a leader.

Building projects can catapult churches to new levels of growth and momentum. But projects can also spin out of control, leading to squandered resources and damaged reputations.

In previous articles, we've examined the process of carefully planning a building project, securing your financial base and preparing your staff for the responsibilities of a new facility. If you've applied the results of your research and heeded your staff's inputs on ministry requirements, you've designed a facility that will meet your needs. And through careful budgeting, you've designed your project within the boundaries of what you can afford. In a fantasy world, you're on the brink of a project that will run itself. But since we live in reality, you will need the following non-negotiable elements in place to ensure project success.

Choose the right supervisor
Unless you're equipped to defy the laws of physics, time and space, you won't likely be able to oversee a big building project and effectively lead a church simultaneously. You may also need to employ a trusted project manager. Many churches will include this role in their architect's job description.

You may be tempted to choose an experienced church building committee member for this vital position. The favored candidate may also be a great keeper of the faith and a pillar of the church. However, the manager of a big project is too important to be chosen for emotional or political reasons.

This individual must possess a significant and proven degree of integrity and honesty. Also, he or she must have a proven track record in the construction process, a clear vision of your priorities and the power to enforce them. When working with the general contractor, maintaining assertiveness throughout the entire project is essential. This person is the first line of defense against undue delays, unannounced material changes and surprise cost increases.

Although contractors often present such changes during a project, they are not necessarily out to get you. Some changes are unavoidable. If Malaysia goes up in smoke and the worldwide cost of teak skyrockets, the wood trim in your new office might get a little pricey. Similarly, if the builder at the apartment complex down the street starts paying more for labor, your costs will probably go up if you want to avoid enrolling your staff and elders in a crash course on drywall.

Granted, design changes, material upgrades and project delays can generate additional revenue for the builder. It's not the contractor's job to say, "You can't afford this." But, if they've been in business for any length of time, the average contractor is a principled individual who wants to please the customer by delivering a quality product for a reasonable price. As in any business, there are individuals who will seek ill-gotten gains. A savvy, experienced project manager will detect and terminate such ploys.

Draw the line on change orders
Changes to the original plan are probably the leading cause of project delays, cost overruns and frustration. However, not all modifications to a project are contractor-generated. In fact, the majority of changes come from the customer. A plan that looked just right in an architect's rendering will suddenly seem different when the foundation has been poured and the walls have been framed. A practically perfect design can quickly seem inadequate after a visit to another, newer church or even a prolonged gaze at it. Adding a decorative cornice here and changing a surface texture there building materials catalogue.

No matter how much you are tempted to start fiddling with just the little things, "don't do" may not carry a high individual cost but the little changes can add up quickly. Besides just material cost, design changes impact a project's flow that can push the completion date back and increase incidental costs like labor. Even before you poke that gold shovel in the ground, set a policy that all changes to specifications must not only be approved by the building committee, but as a group must not exceed two-percent of the overall project budget.

Pay attention to the details
Unless you were a Building Trades major or have built a lot of mission churches, chances are you don't know everything there is to know about building. The pleasant reality is that you don't have to. However, you need to have enough relevant information on a timely basis to make sure things are going right.

Before you start, be sure your architect, builder and project manager work with your building committee to provide you with a detailed listing of project milestones with dates, dollar amounts and measurable results. Then require them to keep you updated with scheduled status reports as the project progresses. Also, demand that you be notified in advance if a significant deadline is going to be missed or a budget item exceeded. If you don't understand something, ask as many questions as you need until you are satisfied.

Be wary throughout the building process but especially at the beginning. If the project gets off on the wrong foot with delays and deviations, be very concerned because the attitude you establish in the beginning is critical. If you display a willingness to accept weak excuses, shoddy workmanship or the like, you will set a precedent that could derail your entire project.

Don't sign until it's definitely, positively done
Even if the project has been delayed and you're faced with losing the deposit on the big tent for the grand opening, don't accept an unfinished product. In the building world, the concept of retainage is key. When you sign for the building, it's yours as is despite the state of a project.

As the project nears completion, take the time to tour the project with your project manager, selected members of your building committee and, if possible, a trained inspector. Scrutinize the workmanship closely and create a "punch list" of defects or incomplete elements. After the builder has had time to correct them, repeat your inspection and check off each item. Also, have your staff inspect the spaces that will be theirs. Require them to take ownership of their facilities so they will be more meticulous in their review.

Get ready to own it
As project milestones clip along, be sure to plan for the day when the last bit of gypsum dust is blown away and the final drop of paint dries. Think through how you will run your building. Take a close look at questions like maintenance costs. Find out if you've budgeted enough for light bulbs, toilet paper, electricity and so on. If you've been worshipping in rented facilities, do you need to hire a facility manager? Have you figured out who will maintain the grounds?

If your project manager and your building committee are meshing with your builder and milestones are being met, contemplation of such questions will not be an irritation. Instead, they'll draw your vision to the day when you hoist the big scissors, smile pretty for the camera and usher in a new era for your church

About the Author
Bruce Anderson is the Florida District Manager of Cogun Inc, a leading design/build firm for churches and Christian non-profits. Cogun has completed more than 600 religious projects in 29 states and is a member of the Cornerstone Knowledge Network. Anderson is a nationally recognized speaker, author, and consultant for religious non-profits.
 

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2007 Cornerstone Knowledge Network. All Rights Reserved.

By Bruce Anderson

If you pick up a Bible, you don’t have to look any further than Genesis 6:14-22 to learn about Gods approach to Master Planning. It was only through God’s tremendous vision and skillful planning that Noah was able to successfully complete the task of building an Ark large enough to save mankind. While this was certainly a God sized task, the principles are the same today. Through Noah, the Lord was able to assess the problem, take stock of materials on hand, and carefully put together a blue print for the construction of a three story boat, capable of housing all of the species of the world.

Many churches today find themselves faced with exactly the same types of challenges in planning for the growth of their congregations. While the pressures may be the same, over crowding of facilities, new ministry opportunities, and or the need for a fresher look, the challenges can be quite different as we untangle the maze of legal restrictions, internal differences, code impacts, and of course, let’s not forget financial challenges.

So let’s take a look at the four elements of a developing a long-term church master plan.

I. Prayer
When preparing to enter into a building program, always start with prayer. Jesus told us, “I am the vine and you are the branches, and you can do nothing unless you abided in me.” When assembling the project's committee structure, appoint a Prayer Committee to encourage each other, the staff and the congregation to bathe the project in prayer from start to finish, and continue to lift each other in prayer as He unfolds the vision for your church before your very eyes. Make sure you are well grafted in the vine!

II. Clear Sense of Purpose
Before you embark upon building on existing property, moving to a different location, or even renovating an existing space, it is important to assess carefully the church as it stands. These key questions need to be asked:

• What is the core purpose of our church?
• What specific ministries tie directly into our core purpose?
• Which ministries are growing the fastest?
• What is the major reason that we feel a need to expand?
ª Are there other alternatives available?
• What are our immediate needs?
• How will they impact our long term needs?

A clear understanding by church leadership as to the future direction of the church, and the support behind the long-range vision becomes critical in master planning. If you change your direction every couple of years, you may find yourself wasting millions of dollars on a facility that becomes more of an albatross or hindrance to your ministry than an architectural beauty.

III Facilities Evaluation
One of the first steps in any facilities master plan is to survey what already exists. Because churches typically expand their facilities over a period of several years and sometimes decades, it is important to take stock of several areas that can impact your future decisions.

• Environmental Impact- Several facilities built in the 50’s, 60’s and 70’s were designed with asbestos and unsafe materials throughout the buildings. It is important to know if you have environmental hazards that can adversely impact your overall project budget, or if it makes sense to start a demolition or renovation project. A more recent issue that has cropped up over the past few years is the handling of mold growth in buildings, as well as land issues like spotted owls, gopher turtles, or even ancient burial grounds.

• Code Impact – Over the last few decades the building codes have changed dramatically with their new calculations of structural loads, uplift requirements, glass impact resistance, American Disabilities Act, electrical requirements, life safety requirements and even the number of restrooms available to the members. Without proper assessment, the simple tearing down of one wall could require you to go back through the entire facility and bring them up to code, which could cost you hundreds of thousands of dollars to do so.

• Parking Impact- One of the most restrictive elements on church facilities today is the number of required parking spaces to meet the overall codes of the local governing authority. While many local authorities have a 2-3 people per every car requirement, in actuality many churches are experiencing a 1.5-2 people per car requirement, which can cause overcrowding and traffic problems for both ingress and egress issues.

• Zoning Impact- Due to the tightening up of zoning allowances in municipalities all over the country, you can no longer assume that your new property will be approved for zoning. Churches are not wanted in residential zones because they generate too much traffic. They're not wanted in commercial zones because they don't generate taxes. And they are not wanted in industrial areas because of the potential hazards to the health and safety of people. In other circumstances if your expansion exceeds 30% of the overall square footage of you existing buildings you may be required to have your entire property go through new zoning procedures all over again.

• Water Retention and Drainage- In many states the issue of storm water, waste water, and how you place your standing water, have become a great concern for many municipalities. In many places several years ago you could pretty much do what you wanted to with storm water, and not really worry about how much run off impacted your neighbor. However, today our municipalities are taking this very seriously, and are requiring very detailed civil engineering drawings to determine the impact of drainage, sewage, utility hook ups, and environmental issues that could adversely effect the immediate area.

IV Identify Specific Needs

Demographic
Early stages of a religious facility master plan may also include the gathering and analysis of comprehensive data. Information such as demographics and psychographics, where you begin to understand the racial mix of your demographic area, age mix, social economic status, area growth rates, worship preferences, and program preferences of the areas in which your church serves.

Because of the dramatic growth of both churches and the areas that they serve it is important to attempt to forecast the growth of your church based upon historical growth within age populations, along with future growth of the area. In many areas it becomes a mirror of the area that you serve. So if your area has seen explosive growth, and you have been keeping up with that growth in your church, it is reasonable to believe that your church may continue to grow at the same pace in the future. You may also want to consider a mapping service that will actually take your church membership and map where they live in relation to your current facility or the area that you are contemplating expanding to, thus, giving you a better feel of where your congregation is coming from.

Space Utilization
Your church may be one of the fortunate churches that are able to provide worship seating, education facilities, and even banquet space for all of the members of your church. However it is becoming more and more important due to pure economics, for churches to expand to two and three services during the weekend and maybe one on Friday night. For other ministries they are having to rethink their Sunday School Space, as it becomes too costly for the church to keep up with their Sunday School population. While there are certainly numerous churches that are busting at the seams, and couldn’t put another body in the building with a shoe horn, others are too eager to spend millions of dollars to provide expansion space that they really don’t need. A simple rearranging of service times, building schedules, and knocking out of a couple of walls, could make all the difference in the world, without the added expense to the church.

Space Proximity
You arrive on Sunday morning with your three year old and your seven year old to a brand new church only to find that you have to park 300 yards away from your toddlers class, walk another 50 yards around the building through the rain to drop off your 7 year old. Once that is done you then have to cross the property through the mud in your brand new shoes to enter into the Sanctuary, as you finally make it to your choir seat, catch your breath, and try to to sing “Amazing Grace” on key. How you position your buildings, ministries, parking, entrance ways, walkways, indoor space, outdoor space, and future senior living facility, can have a gigantic impact on the function of your overall master-plan. This is why it is important to carefully think out how you will use each building and how you can make it easier on the people attending your church, as well as, the financial implications of those decisions.

Aesthetic and Architectural Beauty
Have you ever tried to put together a 1000 piece puzzle without ever knowing what the finished puzzle should look like? This is what a lot of unplanned church campuses look like, a series of unrelated building add on’s that were thrown together at different times, by different people, with different architectural themes, only to get to a point that all of the pieces of the puzzle put together, are not very pleasing to the congregation. Maybe you should have a block stucco theme with South Florida Colors, in Miami, but it would look pretty silly next to a 150 year old cathedral in Boston, with an all custom made stained glass replica of the Last Supper ordaining the entire front of the cathedral. Master Planning takes into consideration the aesthetic, cosmetic, functionality, and cost factors of a building plan, and balances them on paper, before you commit to embarrassing yourself, and your community with an ugly building.

Phasing and Implementation
There are very few churches in America that wouldn’t love to be able to complete all of God’s vision and the next five phases of their building program all at once. However, due to economic factors most ministries must balance their God given vision, with their God given provision. Even Moses didn’t realize that he was embarking upon a 40 year mission, when Yahweh gave Moses the vision of taking the promise land.

Likewise, God gives different visions to ministries throughout the world, what He doesn’t always give is the necessary timing and financial understanding to complete the vision in our own human strength. We must be patient, we must plan, we must trust the Lord and His perfect timing. By planning to phase the first phase of your project within the financial limitations that you have been given, you are then in a position build all of the phases at once if the Lord indeed blesses your ministry by opening the gates of heaven blessing you with all of the money necessary to complete them all.

About the Author
Bruce Anderson is the Florida District Manager of Cogun Inc, a leading design/build firm for churches and Christian non-profits. Cogun has completed more than 600 religious projects in 29 states and is a member of the Cornerstone Knowledge Network. Anderson is a nationally recognized speaker, author, and consultant for religious non-profits.
 

The Cornerstone Knowledge Network is a central source for fact-based, experience-tested information that can help churches clarify their missions, improve organizational leadership and successfully complete building projects. For more information call 1-888-595-7360 or visit www.theckn.com.

©2005 Cornerstone Knowledge Network. All Rights Reserved.