CHAPTER IX
EVALUATION
The project will be evaluated in this chapter according to the objective and goals set forth from the outset of the
project. In order to accomplish this revitalization, certain goals were set forth. The first phase of transformation was the
reintroduction of family ministry, beginning with families with the youngest children. Certain penultimate goals were
stated as a way to measure the progress of the strategic initiatives as set forth and described in chapters seven and
eight. These goals involved the attitudes and understandings of church members regarding their mutual mission, the
perception of the community toward First Baptist Church, and the introduction and sustainment of new ministries that
benefit young families. Specifically, two measures of progress were (1) the addition of two new families with grade
school or younger children to the active life of the church and (2) the inclusion of at least twenty elementary-aged
children to be included in the ministry of First Baptist Church in one year.
In order to evaluate results, the following measurement tools were utilized:
• Metrics – Asks the question, “how many participated?” Includes attendance at events and weekly
worship/Christian education.
• Reviews – Asks the question, “how is it going thus far?” Includes annual Mutual Ministry Review (deacons/pastor)
and Mid-Year Review (congregation/pastor).
• Selected input – Asks the question of advisors, “how well is the transformation being implemented?” Includes
three selected advisors for their informed perspectives on the transformation.
• Sustained ministries/events – Asks which new ministries/events are repeatable? Includes all “kid’s” events, new
worship, Children’s Ministry Team, and Kid’s Hope.
• Church Health Surveys – Ask the question, “how healthy is the church?” The EFCA Church Health Survey is
utilized to provide this answer.
These goals were accomplished. Thus the revitalization of ministry may be
declared commenced for even greater future ministry.
Metrics
Every goal that could be defined by a numerical standard was met and exceeded. Additionally, measures of worship
and education participation yielded interesting results. The first goal of adding two families to the active life of the
congregation was accomplished. In fact, four families have become active in the life of the church. Two of these
families have formally joined and two others, though not members, identify First Baptist as their church home. The new
families were as diverse as the cultural stream. Only one family could be termed strictly “traditional.” Fortunately, every
family has found acceptance and grace within the church body of First Baptist. All combined, these families (five adults
and eight children) have brought new life to the congregation.
Another measurable goal was the ability of the church consistently to involve twenty or more children in church
events. The outreach events considered for this evaluation were A Kid’s Advent, A Kid’s Spring into Summer, and A Kid’
s Vacation Bible School Days. The average number of children reached through these activities was twenty-five.
Worship and Christian education attendance records revealed interesting data. Compared to the year 2007, when
metrics were again maintained after an undetermined hiatus, there was an observable increase in worship attendance
(appendix 3). Discounting the unusually high attendance on Easter Sundays, there was a fourteen percent increase in
worship (appendix 11). This increase is attributable to the participation in worship of families with younger children who
were not present before the project began. On the other hand, Christian education was less impacted by the project.
The metrics were virtually unchanged (actually a decline of one percent). However, it should be noted that, had
children not been present and adding to the overall number, the decline would have been more precipitous. Aging
members no longer attending Sunday school and the disestablishment of an entire class of senior women would have
made the decline much greater. So while the average number is down from an average of 49.6 in 2007 to 49.1 in
2008, the estimated drop in attendance percentage without the reintroduction of family ministries would easily have
been at least ten percent (appendix 12).
Reviews
Another facet of the evaluation of this project was in the form of reviews. These came in the form of the Mid-Year
Review (appendix 7), shared by the pastor with the congregation, and the Mutual Ministry Reviews (appendix 5), which
involved a third- party facilitator, the deacon leadership, and the pastor. The Mid-Year Review considered the goals of
this project and reported the progress made through the first six months of the year.
The Mutual Ministry Reviews were led by Fr. Stephen Powers, Rector of St. Bride’s Parrish in Chesapeake, Virginia.
Father Powers led these meetings because of his familiarity with a similar process by the same name that is used in
many Episcopal churches. The process he directed is described in appendix five. Through both of these exercises,
positive and helpful insights were provided, both from the congregation to the leaders as well as from the leaders to
the congregation. Helpful recommendations derived from these meetings included the continuing need to develop
Christian education alternatives, the importance of personally reaching out to members and nonmembers, and the
physical requirements of supporting ministry to children, such as the playground which was constructed in early 2008.
These reviews accomplished several important objectives. The reviews helped the leadership identify what was going
well and what needed attention in the unfolding strategy. Through clear and reliable feedback, the Board of Deacons
was encouraged to speak the truth in love. Needs were identified and unrealistic expectations were minimized. Through
this forum, issues were dealt with in a positive and helpful way. Mutual expectations and roles were clarified.
Additionally, the agreed-upon strategy of focusing upon families with young children was reinforced.
Selected Input
Three individuals served as advisors for this project. They were selected by this student because of their expertise and
candor. Dick Boyer has a Bachelor of Arts in Business. Dick has served as president of six companies restoring
profitability and turning each company around through restructuring and better business practices. Carol Summerlin
has a Masters of Arts in Education. She served as an elementary school principal for twenty-five years. Of special note
is that she spent twenty of those years at Dillard Elementary School, which proved to be of special significance to this
project. Emily Angel has a Master of Arts in Education. Emily is a retired high school teacher who is well acquainted
with the local community and ministry of First Baptist Church.
As requested, each advisor offered comments upon the completion of the project. These comments are provided in
detail in appendix four. The advisors were satisfied that the project met and exceeded its stated goals. Each noted that
there was a perceivable change in the culture of the church and that the influx of young faces had been good for the
morale of the congregation. One advisor even offered a rather personal observation when she said that the project
had inspired her to greater involvement. As a Kid’s Hope mentor she rejoiced, “In the life of a child I am making a
difference.” All of the advisors noted that the increase in attendance was attributable to the efforts to reach young
families with children.
Sustained Ministries and Events
An important criterion for the evaluation of this project was the initiation and sustainment of new ministries into the
fabric of First Baptist Church. In order to truly revitalize the church, the ultimate goal was that these new ministries and
events must be repeatable after the project officially concluded. First Baptist Church was successful in meeting all
requirements for these new ministries and events through both financial and volunteer support.
Appendix two describes the three primary children’s outreach events. These events, A Kid’s Advent, A Kid’s Spring
into Summer, and A Kid’s Vacation Bible School Days, demanded a high degree of planning, volunteer support, and
financial backing. In every endeavor, the church more than provided for all of these needs. A feeling of excitement and
encouragement, frequently alluded to by the advisors in appendix four, seems to be ubiquitous. Evidence for this
conclusion will be provided in the next section concerning EFCA Church Health Surveys.
The physical presence of the children has contributed, more than anything else, to the feelings of accomplishment
and the possibility of transformation. At the heart of the transformation was the conviction that the church’s decline was
a result of losing a missional focus, The solution was to recapture that focus. A Kid’s Hope (appendix 2) did that. Not
only has First Baptist Church made a difference in the lives of “at-risk” children, the children have made a difference in
the life of First Baptist Church. Once again, the church is capturing a vision of her purpose within the community. The
future of this ministry is sound and indications are that it will become stronger and more effective in the future.
A new worship service, designed to meet the needs of the community at a different level than the traditional offering
at eleven o’clock, has passed its initial test. “Coffee and Christian Conversation” (appendix 2) was conceived of as a
non-traditional worship service designed with the idea that it was to be an informal place for spiritual friendship. Initial
liturgical design proved to be too radical for the core group attending and required slight revision; however, the
fundamental concepts of informality and conversational worship remain in place. One important concern of the
congregation was that the introduction of this service not be at the expense of a lower attendance at the established
traditional worship. That has not proved to be a problem; in fact, since the service was begun, the traditional worship
attendance and worship attendance overall have increased (appendices 3 and 11). The conclusion of the early
worshippers at the end of the evaluation period was to continue to meet; a new portal for worship has been
established. Unchurched parents of children who have been reached through these efforts, and who may be
uncomfortable with a traditional worship service, now have an alternate venue for worship.
The establishment of the Children’s Ministry Team (appendix 2) was necessary to begin the process of
communication between the worship, education, and outreach components of children’s ministry. Each part is separate
but connected and supports the other parts by finding ways to scoop their individual buckets into the cultural stream
(appendix 9). This team is only in its beginning phase; however, it is currently functioning according to the model.
Three leaders are in place, each with a vision and commitment for participating in the transformation of children’s
ministry. Furthermore, each aspect of children’s ministry is growing numerically, a clear core of children is regularly
present, and the basis for additional growth is firmly established.
Finally, other children’s activities provide momentum for the transformation wheel. These include both worship events
and events whose main purpose is to invite community attention to the opportunities and love provided through the
congregation of First Baptist. These include:
• A Kid’s Worship Celebration
• Children’s Church
• Children’s Sermon (Traditional Worship Service)
• Madison Heritage Festival/Clothing Recycling Day
• Trunk or Treat
Each of these activities has been established and is repeatable and sustainable. Each activity is a relatively new
component of ministry, except for Clothing Recycle Day (formerly called Clothing Give-a-Way), which was present when
this pastor arrived in 2006. The change made to this event (other than the name) was to combine this event with the
Madison Heritage Festival. The result has been greater participation by the community.
Church Health Surveys
Church health is not solely determined by a survey; however, the beliefs and
feelings of the congregation about the health of the church are vital in the transformation
process. The first survey, taken at the outset of this project, and a second survey, taken at
the conclusion, attempted to measure the health of both the leadership and the
congregation. A score of ten was considered the lowest and a score of fifty the highest.
Scores in the forty-one through fifty range are indications of good health, scores in the
thirty-three through forty range indicate average health, and the scores thirty-two or less
are below average for a healthy church. The detailed results of that survey are provided
in appendix one, however, a summary of results of each measured area is as follows:
• Centrality of God’s Word. The importance of the Bible in the lives of the members makes it the focus of authority.
It is more than a “good book” but, rather the inspired words given by the living God and recorded by faithful servants.
While the Bible itself is not to be worshipped, it does testify of Jesus who is himself the Word of God. Thus, the Bible is
used by God to interact with the believer and so develop faithfulness. In this area, scores improved from 29 to 39 for
leaders and 34 to 36 for members.
• Passionate Spirituality. Spiritual life is the quality of experience wherein the intellectual is met by the experiential.
Prayer, service, contemplation, and action are all part of a passionate spiritual life. In this area, scores improved from
31 to 38 for leaders and 30 to 36 for members.
• Fruitful Evangelism. All Christians are commissioned by Christ to preach and teach the good news. Everything
the church does should reflect that value. Evangelism is not confined to one form, but should permeate every aspect of
the believer’s life and the ongoing ministry of the church. The awareness of changed lives propels the church toward
increased passion for evangelism. In this area, scores improved from 30 to 36 for leaders and 29 to 33 for members.
• Spirit-filled Worship. Worship should be a joyful experience in which both heart and mind are engaged and
inspired toward greater service. The presence of God is felt and comforts, convicts, corrects, and commissions the
worshipper in community with other Christians. In this area, scores improved from 34 to 39 for leaders and 37 to 39 for
members.
• Great Commission Driven. The church knows the “Great Commission” and takes it seriously. All activities are
measured in light of obedience to Christ’s command. The church is willing to take risks to fulfill the great commission in
their setting and also willing to let go of behaviors which interfere with accomplishing its aims. In this area, scores
improved from 33 to 40 for leaders and 35 to 38 for members.
• Leadership Multiplication. Unleashing the church can only be accomplished as members sense and develop their
leadership capacities. It is not good enough to have a large number of volunteers; some of the volunteers must
assume ministry leadership positions if the church is to achieve the transformation needed to impact the community. In
this area, scores improved from 28 to 36 for leaders and 33 to 38 for members.
• Church Planting. Although it has been nearly a century since First Baptist Madison was last engaged in church
planting, it is essential that leadership exportation and ministry expansion occur. Starting other churches and
fellowships is a necessary indicator of a healthy church. This will most likely be the final value realized by a
transforming congregation. In this area, scores improved from 18 to 20 for leaders and 21 to 24 for members.
• Stewardship of Resources. Church members give sacrificially to support the mission of the church. They feel that
their dollars are used well consistent with their values. Others observing the church note the generosity and
faithfulness of the church to minister to “the least of these.” In this area, scores improved from 38 to 43 for leaders and
42 to 43 for members.
• Intentional Disciplemaking. Members understand and participate in the process of becoming a better disciple.
Intentional disciplemaking involves both education and practice. The ultimate end of disciplemaking is to reproduce
other disciples. In this area, scores improved from 25 to 33 for leaders and 33 to 36 for members.
• Loving Relationships. As a community of faith, members love one another and love their neighbors. The love of
the church is known and felt in the community. In this area, scores improved from 32 to 38 for leaders and 35 to 40 for
members.
The overall evaluation of both leaders’ and members’ scores were positive affirmation that noticeable progress has
been made over the course of this project toward the ideal of becoming a healthy church. The survey also identifies
areas that need ongoing attention. By using the EFCA Church Health Survey as an annual tool to inform the Mutual
Ministry Review (appendix 5), the church has a focused way to address concerns and develop successful strategies for
each new ministry year.
It should be noted that while there was a positive improvement in each category of the EFCA Church Health Survey,
not all scores can be credited as a direct result of this project. However, the total impact of the project has, in the
observation of this student, influenced the overall health of the church. For instance, in the one category solidly within
the “good health” range, “stewardship of resources,” there was no direct connection to the project. It did, however,
indicate that members feel that using their money, a greater portion than previously, for children’s ministries, has
contributed to church health. Other categories that evaluate areas such as evangelism, worship, leadership,
disciplemaking, and loving relationships bear an obvious relationship to the efforts of this project. While none of these
are in the “good health” range, notable and significant progress was made during the course of this project.