Consulting Firms Help Reorganize Texas and Michigan Districts
By Rev. Jack Cascione

 

There is a rather unique relationship between the Texas and Michigan Districts. By coincidence a Dallas consulting and fund raising firm, RSI, helped do a statistical survey, analysis, and reorganization of the Michigan District, its boards, and constitution for a reported $400,000.00. John A. Goeke is reported to have been associated with RSI. He is now the Director of Development of the Texas District. There may have been other LCMS pastors and teacher trained consultants associated with RSI. Resource Services Inc.-Ketchucm. Inc.-RSI Financial Service can be found on the web at www.rsi-ketchum.com.

In one search I conducted on Yahoo there were 14000 hits when I looked for websites offering Process Consulting. In 1994 a Group called CCG, Church Consultants Group, that offers process consulting and is located approximately 1 1/2 miles from the Michigan District Office, was paid to help reorganize the Texas District. It is reported that staff members at the Michigan District Office have enjoyed a working relationship with the CCG. I would like to know which staff in the Michigan District have served as guest consultants for CCG and which members of the Texas District Staff have served as consultants for RSI. I would also like to know the total consultant fees paid by the Texas District to CCG.

We can learn about CCG’s influence on the Texas District simply reading the 43 page the "Strategic Plan" for the Texas District that CCG helped Texas produce. Excerpts from the Texas District "Strategic Plan" are reproduced at the end of this article. The following information is a list of services from the CCG website. They are a subsidiary of Development Organization, Inc. The list is rather extensive. You might want to compare it with some of the statements quoted from the Texas District Strategic Plan following these quotations from CCG.

"The Development Organization, Inc. Providing Practical Solutions and Innovation to Enhance Your Organization: Productivity, Performance, Profitability"

"Welcome to Church Consultants Group (CCG) a subsidiary of The Development Organization, Inc. 202 Hogbak Road. Suite One, Ann Arbor Michigan 48105, Phone 313-677-6464, http://ic.net/~devorg/ccgndx.htm"

"Helping Leaders Build the Kingdom... Church Consultants Group offers consultations in the areas of: Church Leadership Coaching, Training, and Development, Training and Mentoring of New Church Development Pastors, Existing Church Renewal and Growth Strategies, Professional Staff leadership/Administration Assessment, Training, and Coaching, Surveys of Local Church Perceptions of Judicatory Effectiveness, Assessment of Organizational Structure, Effectiveness and Change, Design and Implementation of Judicatory Infrastructures to Improve Services to Local Churches, Facilitation of Strategic Planning and Plan Implementation, Training and Mentoring of Church Body Internal Consultants, Development of Systems for Qualitative and Quantitative Performance Measurement, Implementations of the Local Church "Customer Service" Driven Strategy."

"A Systems Perspective... Mark 4:26-29 provides us with a model of what Christ describes as an "effective" church "body": and that is: Responding to the Promptings of the Holy Spirit, Using Its Human and Material Resources as Good Stewards, Providing a Rich and Fertile Spiritual Community of Believers, Adapting Its Ministries and Practices to the Changing Needs of Its Constituents, Building Its Capacity to Generate and Grow People Into Mature Disciples of Christ, Preparing Its People to Multiply Themselves in Their Communities, Homes, and Organizations"

"Using a systems perspective, our consultants partner with you in addressing needs and opportunities by: Local Church and Church Body Effectiveness Development, Para-Church Effectiveness Development, Organizations Research and Improvement"

‘Formed in 1985, Church Consultants Group is made up of men and women who are obedient to Jesus Christ, having been leaders in His Church, and have been called into this helping ministry. Consulting team members have worked with hundreds of local church leaders, facilitating and leading efforts in: Strategic Master Planning, Streamlining Organization Structures, Developing Volunteer Development and Deployment Methods, Mediating and Negotiation Church Divisions and Inter-Group Conflicts, Designing and Facilitating Professional and Volunteer Leader Training, Facilitating and Recruitment, Selections, and Placement of Professional Staff, Coaching Professional Staff in Leadership and Administrative Skills, Providing Ministry and Program Evaluation, Conducting Community Demographic Analysis, Strengthening Team Building and Development"

"Church Consultant Group has also provided helping service to international church body leaders and to regional judicatory organizations in such area as: New Church Development Strategies and Plans, Assessment Center Methods for Identification of New Church Development Pastors, Gathering and Assessing Information about Your Staff and Organization, Helping You Make Informed Decisions Based on Reliable and Valid Information, Mutually Developing and Comprehensive Approach to Issues which Includes both a Technical Response and a Change Process"

If you got this far you have just read a list of services provided by the church consulting organization that reorganized the Texas District of the Lutheran Church Missouri Synod. The question is what did this cost? The next question is why was it done? One would like to assemble their own consultant group to review CCG’s work. My pick would be John the Baptist, the Apostle Paul, Martin Luther, and C.F.W. Walther.

Now comes the best part. What does the Texas District Strategic Plan look like? The following are excerpts from the 43 page Texas District Strategic Plan written with the help of CCG, Church Consultants Group. On page 5 they admit they don’t know why or how the Texas District grew after World War II. Is it possible God did it with is own strategic plan and didn’t consult the Texas District. They also admit on page 5 and 6 that the programs they developed didn’t really do anything. Just think of all the money that could have been saved. But now they have the key and things will really begin to happen. I, for one, predict increased spending and massive church shrink.

Strategic Plan for the Mission and Ministry of the Texas District of the Lutheran Church Touching, Winning, Enriching, Empowering (This planning process was conducted in 1994 through a specifically appointed Task Force made up of staff, board members, and leaders-at-large throughout the District. Page 1)

Prologue Our mission is a dynamic movement that is based on, grows out of, and is a continuation of the dynamic of the work of Christ (Acts 1:1-2) to rescue His people. A mission-driven church is driven by Jesus Christ, the Rescuer and by the Holy Spirit who has been sent to empower, move and mold the church by the whole mission of God.

Every task of the church and every purpose of the church is rooted in the Mission of God.

Introduction The great challenge facing the leadership of both the District and local congregations is how to become a church shaped by a clear sense of God’s mission in this new context.

The process used by the Task Force involved a series of five, one-day work sessions where an extensive review of appropriate data was conducted and intense discussion was used to formulate a mission and ministry plan. Its work was facilitated by the services of a consultant with Church Consultants Group who provided guidance in the gathering of information and directing the discussion.

Developing a New Paradigm for Mission and Ministry Over the past few decades, the concept of paradigms has been used to help address the nature or change. A paradigm is a set of accepted rules or assumptions which guide our interpretation of what we experience. Changes which take place over time challenge our ability to understand these changes using the current paradigm. Changes often require us to adjust our paradigm, or even adopt a new one, if the changes occurring are so great that our current paradigm no longer fits reality (an example of this was when our church successfully shifted from German speaking to English speaking). Page 3

It is significant to note that this "success" after W.W.II occurred more because of circumstance than intentional planning. Page 5

The style of District ministry which emerged during this time was "program oriented." Page 5

There is a growing consensus among church leaders that the style of ministry developed during the post-W.W.II years no longer adequately addresses the challenges now confronting most congregations. Page 6

Scores of our congregations are declining in membership, scores of others are plateaued in membership, and a significant number of the few that are experiencing growth are doing so by utilizing programs and resources not provided by the LCMS. Page 7

As the District boards and staff work to make the necessary changes at the District level to become mission driven, it is recognized that many of the services which the District has provided to local congregations will continue. Page 9

Shaping Mission and Ministry Around Values The new paradigm for mission and ministry needs to be translated into concrete plans. To do this, it is important to clarify the core values which will undergird these plans. Page 10

Core Values Core values define the key commitments which the church desires to be present in its beliefs and behaviors. They are intended to demonstrate the priorities which the church holds and serve as the foundation for formulating goals and strategies. The core values of the Texas District are divided into two sections, one dealing with confessional and denominations values, and the other with operational values. Page 10

Core Operational Values People Centered The Texas District LCMS values people and will conduct its mission in a manner that assists every person to develop his/her full potential in Christ. Page 11

Diversity-Oriented The Texas District LCMS will celebrate diversity, address the multi-cultural character of the District and support congregations in responding to diversity in their local context. Page 12

Creatively and Flexibly-Designed The Texas District LCMS will carry out its mission using creative and flexible approaches in structuring, designing, and implementing ministry and will work with local congregations to help them do the same. Page 12

Key Concepts and Goals of the Texas District The church is led by the Spirit who gives to the church vision and perspective on how to minister in its context and plan of future ministry. Examples of such visionary leadership can be found in Acts 10; Acts 16:6-10; Romans 1:8-15; Romans 16:25:-27; and Romans 15:23-32. Page 16

Concept #3: Church Professionals as Equippers-Leaders Church professionals understand, demonstrate skills and equip the congregation’s *members, individually and collectively, for the work of mission and ministry and provide effective leadership in guiding their efforts. Page 22
During 1995, evaluation will be made of how well the Texas District is presently accomplishing its goal. Once this is known, specific measurements will be assigned to each goal regarding expected progress b the year 2006. Areas to be evaluated include: number of church professional who understand concept equipper-leader number of church professional who demonstrate competency in being equippers-leaders.

3.1 Develop a District level "continuing education" process which proved for church professionals to orient themselves to be equipper-leaders, and which strengthens the sill-set for this role.
3.4 Identify a baseline of criteria of what constitutes an equipper-leader and proved congregations with coaching and assistance for utilizing the role of an equipper-leader when in the calling process with strategic utilization of interim pastor where appropriate.
3.5 Develop a proactive recruiting and mentoring process for the prospective church professionals which focuses on insuring that these persons possess the skill-set to be equipper leaders.

Concept #4: Decision-Making Which Enhances Mission and Ministry Decision-making in the District facilitates and promotes shared responsibility. Page 22

4.3 Redevelop the Board of Directors role to prove for more active policy leadership between conventions.

4.6 Incorporate outcome and results into the evaluation process used to assess missions and ministry and funding decisions within the District.

Concept #5: Information That is Open and Free-Flowing Within the District information is readily available and openly communicated. Page 22

Concept #6: District with Visions and Leadership The mission and ministry of the District are shaped by a shared vision that is owned and supported by its leaders. Page 22

Concept #7: District Staff as Catalysts and Facilitators District Staff are catalysts and facilitators in promoting and implementing the District’s mission and vision through partnering and networking among congregations. Page 22

Concept #8: District with Well-Managed Resources The District is open, accountable and a good steward in the use of available resources--people and financial. Page 22

8.2 Assist congregations to develop processes which result in the effective discipling of members; with alternative tracks being developed for those raised in the faith versus those coming to faith as adults. Page 24


Rev. Jack Cascione is pastor of Redeemer Lutheran Church (LCMS - MI) in St. Clair Shores, Michigan. He has written numerous articles for Christian News and is the author of Reclaiming the Gospel in the LCMS: How to Keep Your Congregation Lutheran. He has also written a study on the Book of Revelation called In Search of the Biblical Order.
He can be reached by email at pastorcascione@juno.com.

April 16, 1999