Fourth Consultation Completed

Another intense period of consultations is now complete.  Hadley-Luzerne and Hague have received their prescription; Dr. Borden has come and gone. We are now in the incubation period.  Within 30 days, both churches will vote to receive or reject the prescriptions that they received.

The team that worked at Hague were Dr. Paul Borden, Rev. Wayne Wager, DS Central NY Disrict, Rev. Steve VanDixHorn, pastor Pine Knolls Alliance Church and myself.

Here are the strengths, concerns and prescription that was given to the Hague Wesleyan Church on Sunday.

HAGUE WESLEYAN CHURCH CONSULTATION REPORT

JULY 15 – 17, 2011

STRENGTHS

1. The Pastor:  Pastor Skip Trembley has led the congregation to grow, to reach out to many hurting people and has created an environment where people can be healed.  He is a good preacher and he, along with his wife Janet, have helped the congregation to be known for its compassion and forgiveness. 

2. Worship:  The congregation is known for its worship.  People are provided freedom in their expression of worship of God each Sunday.  Many spoke of their deep appreciation for that which occurs each Sunday morning.

3. Missions Heart/Ministry Outreach:  The congregation reflects in their words, actions and giving a heart for missions in a variety of places.  They reach out to minister to those in need.  They do it locally, nationally and globally.

4. Leadership Team:  There is a gifted and dedicated core of leaders who serve their Lord and the congregation with excellence and dedication.  They reflect a passion for God that is demonstrated in their commitment to serve well.

5. Resources:  God has blessed this congregation with a number of key resources.  Those resources are:  quality facilities, no debt, high morale and many willing workers.

CONCERNS

1. An Inadequate Alignment of Mission and Vision:  There is no clear mission or vision statement and as a result there is a lack of clarity about mission and vision.  This lack of preciseness has created an inefficient use of the congregation’s time, money and energy.

2. No Room for Growth:  The congregation has hit the walls in relation to future growth.  This is true for both children and adults. 

3. Providing the Pastor with Resources:  The pastor needs new and different resources in order to help him lead the congregation to the next level of effectiveness.

4. Staff Led Congregation:  The congregation is not staff led in that responsibility, authority and accountability are not understood well or implemented consistently.

5. Structured for Mission:  The current congregational structure is not conducive for implementing an effective mission and vision.

PRESCRIPTIONS

1. An Inadequate Alignment of Mission and Vision:  The pastor and leaders will adopt the following mission statement:  Hague Wesleyan Congregation exists to honor God by making more disciples for Jesus Christ.  This will be in place by September 1, 2011.  The pastor and leaders will adopt the following vision statement:  Hague Wesleyan Congregation, as a regional church, will trust God to use this part of His body to lead 5% of its defined community to Christ in the next five years.  The congregation will also trust God to enable it to touch 20% of its defined community at least once with the love of Jesus Christ in the next five years.  This vision statement will be adopted by September 1, 2011.  The pastor and leaders will commit to establishing financial and ministry priorities for the accomplishment of the mission.  These decisions will be in place by November 30, 2011.  The pastor and leaders will adopt a new name for the congregation that reflects its regional commitment on a number of campuses.  This will be completed by December 31, 2011.  The pastor will lead the staff to conduct a mission/ministry audit of all ministries.  The audit will begin January 1, 2012 and be completed by December 31, 2012.

2. No Room for Growth:  The congregation will move to two worship services by March 26, 2012.  Both services will be on Sunday morning and the leaders will explore having two styles of worship.  There will be an extended fellowship time between the services that will replace the fellowship dinner.  Once each quarter the two services will be combined and meet in the community center.  It is understood that once both services are nearly full, one will be moved to the Ticonderoga campus.  The congregation will rent office space in Ticonderoga, including a large room for training. This office will be the Ticonderoga campus, until a congregation is ready to move to that town.  The pastor will lead the congregation to conduct two bridge events in Ticonderoga in 2012.  The pastor, in consultation with his coach, will determine the number of bridge events conducted at the Hague campus. The offices will be established by January 1, 2012.

3. Providing the Pastor with Resources:  The pastor will make the decision to work outside the church only one day a week.  This means that the pastor will be in the office in Ticonderoga at least three days a week.  The pastor, under the direction of the coach and DS, will hire an administrative leader to work a minimum of 24 hours a week.  This administrative leader will oversee the pastor’s schedule, oversee assimilation and leadership accountability.  These two parts of this prescription will be in place by January 1, 2012.  The congregation will pay for the pastor and his wife to go for counseling to deal with issues from past ministry experiences.  The counselor will be approved by the DS.  This counseling will begin by November 1, 2011.  The consultation team is recommending the parsonage be sold, with 70%  of the income going for future property needs and 30% of the income being used to help meet some of the prescriptions in this report.  The pastor will also be given a congregational coach to help implement these prescriptions.  The coach will be in place by October 1, 2011.

4. Staff Led Congregation:  The pastor will appoint a staff to help him lead those ministries that enable a congregation to be healthy and grow.  Most staff members will be volunteers.  However, it is understood that staff will meet minimally monthly with the pastor for training and other staff issues.  They will also be expected to set goals including, evangelism goals, leadership development goals and growth goals.  Staff members not meeting goals over a set period of time will not be able to remain on staff.  This staff will be in place by January 1, 2012.

5. Structured for Mission:  The leaders will adopt the Accountable Leadership Model of governance.  In this model the LBA governs, the pastor leads, the staff manage ministry and the congregation does the ministry.  Govern means the board holds the pastor accountable for goals and assures the congregation that the pastor is staying within any boundaries that have been established, in relation to theology, morality, financial integrity, the treatment of people and legal issues.  This will be in place by January 1, 2012.  Also the staff will function with a budget beginning January 1, 2012.

THE CONGREGATION WILL VOTE TO ACCEPT OR REJECT THIS REPORT BY AUGUST 21, 2012.  ALL REGULAR ATTENDERS WILL VOTE.  IF REJECTED THE DISTRICT WILL NOT WORK WITH THE CONGREGATION IN RELATION TO THE REPORT SINCE THE CONGREGATION WILL HAVE SPOKEN.  HOWEVER, IF ACCEPTED THE DISTRICT WILL PROVIDE WHAT EVER RESOURCES ARE WITHIN ITS POWER TO GIVE ASSISTANCE FOR THE CONGREGATION TO ACHIEVE THE PRESCRIPTIONS. 

Submitted by:

Dr. Paul D. Borden

Rev. Paul James

Rev. Wayne Wager

Rev. Steve VanDixhorn