PASTOR PROFILE

Gateway Church in The Dalles, OR was blessed to have a long-tenured pastor for about thirty-five years. However, attendance at Gateway Church has been in decline since 2005. This began during the last seven years of our respected pastor’s term and now appears to have stabilized. Since his resignation on January 1, 2012, Gateway Church has experienced high turnover of both ministry and support staff. Gateway leadership recognizes the need for a Pastor who can lead Gateway from decline to growth, questioning to learning, status quo to innovation, division to unity. Someone who can empower, unite and activate change through perseverance and warmth.

Exhibits Godly Character qualities. • Endeavors to live out Timothy/Titus leadership attributes. • Leads and influences from a foundation of humility and grace. • Is self-confident yet self-aware. • Exhibits honesty and walks with integrity. • Is Spirit-filled, evidenced by the fruits of the spirit. • Lives a self-controlled and balanced lifestyle. • Fosters a strong and godly family.

Has a Biblical worldview, founded on Scripture and Reformed Theology. • Teaches and walks an evangelistic lifestyle and ecumenical attitude. • Believes in the power of prayer and has a Biblical view of spiritual gifts.

Preaches with spirit-empowered boldness and clarity that flows from the authoritative Word of God, and moves people to action.

Is an effective leader. • A visionary who can conceptualize and actualize the vision. • Is innovative and creative. • Values collaboration and empowers people. • Exhibits wisdom, discernment and is an effective problem solver.

Shepherds the flock with caring and wisdom. • Effectively equips the saints for holy living in today’s world and for works of ministry. • Is hospitable, approachable and authentic. • Possess strong interpersonal skills. • Has a supportive spouse who is engaged in ministry.

The ability to lead Gateway through a 24-month process to clarify Gateway’s identity by discerning God’s direction; determining Gateway’s mission, vision and values; and developing a clear strategy on how to get there.Has a passion for rural communities in the Pacific Northwest and is committed to 5-10 year tenure to revitalize Gateway.

Please, email a cover letter, resume, personal statement of faith, and a link to sermons you have preached to Jim Schwinof, PNC Chair at Jim Schwinof. Click Senior/Lead Pastor Search for more information about Gateway Church.

Gateway Church, The Dalles, OR page 1

MINISTRY POSITION DESCRIPTION

Title: Senior/Lead Pastor

Purposes: • To lead Gateway Church by helping us to: 1) Clarify our identity (mission, values, strategy,

and measures/markers). 2) Discern the direction God is taking us. 3) Develop a clear

strategy for how to get there.

• To feed the flock. 1) Preach clear and relevant expository messages. 2) Equip us to do the

work of the ministry by teaching and modeling biblical discipleship.

• To intercede for the congregation and community, helping the elders and deacons provide

pastoral care.

Qualifications: • Preferred, an M.Div. or a Th.M. in biblical studies from an evangelical seminary

• Ordained with ECO, or willing to transfer ordination credentials to ECO

• Preferred, ten years of full-time ministry experience: 1) five in a staff role as an associate,

and 2) five combined as a solo pastor or senior/lead pastor/head of staff (preferred)

• Called to serve in a rural, small town community

• Actively shares the gospel with unbelievers, and makes disciples who make disciples

Responsibilities:

Preaching/Teaching and Worship

• Preaches about seventy-five percent of the time.

• Collaborates with the Worship Team and the Worship Team Coordinator to plan worship

celebrations.

Leadership & Management

• Serve as the primary teaching elder.

• Serve as the moderator of Session.

• Equip, consult and collaborate with existing and emerging Church Ministry Teams.

• Serve as the Head of Staff and conduct regular staff meetings.

• Lead annual strategic planning with Session, Deacons, and Staff.

• Communicates and collaborates well.

• Be teachable and a life-long learner. Attend to your heart and soul, mind and strength.

Gateway Church, The Dalles, OR page 2

• Be active in ECO: Presbytery of the Northwest, and National Gatherings.

Pastoral & Community Care

• Administer baptism and serve communion as minister of Word and sacrament.

• Conduct weddings and memorial services.

• Provide pastoral counseling.

• Equip and assist elders and deacons with the visitation of congregants who are home

bound, and in the hospital, or assisted living centers.

• Engage congregants off campus, at home and in the community. Build relationships with

community clergy and leaders, encouraging community life, activities, and programs.

Scope of Authority:

The senior/lead pastor has authority to fulfill the responsibilities of this ministry position

description, in keeping with the budget, and the stated mission, values, strategy, and metrics of

Gateway Church.

Accountability:

The senior/lead pastor is mutually accountable to Gateway's Session. The senior/lead pastor is

accountable administratively to the Personnel Team. The senior/lead pastor has direct

accountability to the ECO Presbytery of the Northwest with respect to his call and ministry

standing. Please, e-mail Jim Schwinof, PNC Chair: schwinof2@gmail.com

Please include a cover letter, resume, personal statement of faith, and a link to sermons you

have preached.

Additional documents about Gateway Church are available on the landing page website of

Gateway Church at Senior/Lead Pastor Information.

CHURCH INFORMATION FORM

1111 Dry Hollow Rd. The Dalles, OR 97058

(541) 298-8531

Email: schwinof2@gmail.com

Website: gatewaypc.org

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Part 1: Church Information

1. Name: Gateway Church

Address: 1111 Dry Hollow Rd., The Dalles, OR 97058 Telephone: (541) 298-8531 Fax: (541) 298-4298 Email: office@gatewaypc.org Website: gatewaypc.org

2. Presbytery: Presbytery of the Northwest Presbytery Ministerial Committee Liaison: Rev. Al Sandalow

3. Pastor Nominating Committee Chairman: Jim Schwinof Address: 2610 E. 15th St., The Dalles, OR 97058 Telephone: (541) 288-6386 Email: schwinof2@gmail.com

4. List all paid staff positions Transitional Pastor/Senior Pastor x Full Time Part Time Children’s Ministry Director Full Time x Part Time Treasurer Full Time x Part Time Worship Team Coordinator Full Time x Part Time

5. Membership (please state approximate numbers and percentages) Five years ago Currently

A. Number of church members 248 202 B. Number of family units N/A 127 C. Worship attendance 248 210 D. Profile of church members*

(1) Age: 5 % 0-11 6 % 12-18 4 % 19-24 8 % 35-49 22 % 50-64 49 % 65+

(2) Occupation: 8 % Business 7 % Professional 3 % Trades 2 % Stay-at-home parent 22 % Agriculture 49 % Retired 21 % Other (Specify: Government, Education)

* Demographics are pulled from a recent congregational survey conducted over a short, eight-day period, with strong - but not 100% - participation. The data are not statistically rigorous but certainly approximate the general profile of Gateway Church.

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(3) Educational level of adults

4 % some high school 7 % high school 65 % college 24 % graduate school

(4) Percentage of attendees belonging to the congregation: Less than one year 10 % One to five years 10 % Six to ten years 4 % Ten years or more 76 %

(5) Racial/Ethnic composition of congregation 2 % Asian 0 % Hispanic 3 % African American 96 % Caucasian 2 % Other/Specify: American Indian or Alaska Native

6. Worship A. Time Average Attendance

9:00 Service 75 10:30 Service 128

B. Frequency of communion celebration: 12-14 per year

C. How are members involved in planning and participation in the liturgy/worship? About a dozen staff and volunteers, including musicians, ushers, and officiants plan and conduct the 9:00 service. About 20 staff and volunteers (24 on communion Sundays) plan and conduct the 11:00 service.

D. Style of liturgy used in your worship service (e.g., traditional, contemporary, variety): The 9:00 service is relatively traditional and makes some use of the Book of Common Worship. The 10:30 service does not usually involve significant amounts of liturgy.

E. Type of music used in worship (e.g., traditional, contemporary, variety): The 9:00 service involves traditional hymns with organ/piano. The 10:30 service includes contemporary praise choruses led by a large praise band.

7. Church/Sunday School A. Average attendance in Church School (under 18 years) 16 B. Average attendance in Adult Education (Sunday) N/A

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8. Community Setting (check as many as apply):

Location Function Growth

Rural Industrial Growing x Small town College/University Static Metropolitan Agricultural Declining Suburban Recreational Inner city Military

Approximate population of community: 15,600

Racial/Ethnic composition of community:

1 % Asian 18 % Hispanic 1 % African American 77 % Caucasian

3 % Other/Specify: Amer. Indian/Alaska Native; Native Hawaiian/Pacific Islander

9. Program information: List major boards, committees, and organizations that are part of your church and frequency of meetings (monthly, weekly, etc.):

Name Purpose of Group Number of Members

Frequency of Meetings

*Leadership Role

Session Church governance 12 Monthly 2 Buildings and Grounds Team

Facility/property maintenance, improvements, security 3+ Monthly 2

Children’s Ministry Team

Teacher/assistants engagement and training, family outreach events, curriculum prep

4 Monthly 2

Connections Ministry Team

Coordination of adult ministry groups (men's and women's), fellowship events, small study groups, and church-wide events

10 As needed 2

Deacons Ministry Team

Hospitality, congregational care 12 As needed 3

Leadership Development Team

Identifying and training future leaders, communication of opportunities to serve

7 As needed (@6x/year) 2

Missions / Outreach Team

World and local outreach and missionary support 3 Monthly 3

Personnel Committee

Hiring (non-clergy), evaluations, HR issues and recommendations for actionable items, policy development.

5 Monthly 2

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Stewardship Team

Review financial reports, coordinate finances with teams, coordinate budget

4 Monthly 3

Worship Ministry Team

Identify worship participants, training 2 Weekly 3

Youth Ministry Team

Youth programs and activities, outreach events 6+ Weekly 3

*Indicate leadership role expected by using the number below: 1. Pastor takes primary initiative and responsibility. 2. Pastor and laity share responsibility. 3. Laity takes primary initiative and responsibility.

Part 2: Building/Financial Information

1. Current annual budget: $ 488,770.11 Last year’s annual budget: $ 579,296.09

(Please see attached copy of current budget, Appendix A) 2. Percentage of income received toward budget: 86.3 % (2018) 3. Amount contributed for (last complete reporting year): $ 497,605.53

A. ECO 1% $ 5,712.72 B. Other Missions/Missionaries $ 56,200.10

4. Property owned by church

A. Describe buildings and property (other than manse). Three rental houses along 11th street, with properties neighboring the church site. Lower Campus: Worship Center with seating for 364, large gathering area/room, offices; attached bi-level Children's Ministry Wing. Upper Campus: activity hall/gym; kitchen; six classrooms. Are your buildings adequate for your present program? x Yes No Is a building program projected? Yes x No Does the church own a manse? Yes x No Office/Study: x In Church In Manse Not provided

5. Compensation:

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A. The salary range we are prepared to offer: Position: Senior/Lead Pastor $ TBD, based on experience and education

B. The average annual increase over the past three years is: Position: Senior Pastor 2-3% COLA

C. Housing x Housing allowance Manse only Either of the above

D. Benefits and expenses: • Pension (minimum 10% gross effective salary) • Medical insurance • Life insurance • Social Security • Travel/mileage • Personal enrichment / Continuing education • Annual vacation • 6-8 worship services (in addition to vacation and study leave) for which pastor is

provided relief (per year) • Professional expenses

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Part 3: Church Characteristics

Circle the number that most closely describes the current congregation characteristics and future goals: Our congregation . . . Currently Goal Agree Disagree Agree Disagree

1. Supports the pastor.

1 x 2 3 4 x 1 2 3 4

2. Readily shares their gifts with the rest of the congregation.

1 x 2 3 4 x 1 2 3 4

3. Places a high priority on sound biblical teaching.

x 1 2 3 4 x 1 2 3 4

4. Gladly welcomes visitors and new members.

1 x 2 3 4 x 1 2 3 4

5. Is involved in local evangelistic ministries.

1 x 2 3 4 x 1 2 3 4

6. Is often found living their faith in their communities.

1 x 2 3 4 x 1 2 3 4

7. Has a spirit of unity.

1 x 2 3 4 x 1 2 3 4

8. Cares about each other.

1 x 2 3 4 x 1 2 3 4

9. Looks to its Session for leadership.

1 x 2 3 4 x 1 2 3 4

10. Ministers well to members who are hurting.

1 x 2 3 4 x 1 2 3 4

11. Uses members’ gifts in its worship.

1 x 2 3 4 x 1 2 3 4

12. Contains people willing and able to lead the congregation.

1 x 2 3 4 x 1 2 3 4

13. Is capable of change when and where appropriate.

1 x 2 3 4 x 1 2 3 4

14. Is spiritually alive. 1 x 2 3 4 x 1 2 3 4

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15. In what ways does your church participate in ecumenical activities? Gateway has historically taken a lead role in fostering ecumenical activity, at one time partnering in a formal fellowship with mainline congregations while also working closely with other evangelical churches in worship and outreach. Sadly, those movements have faltered city-wide in the last decade or so, but it is our strong desire to see those cooperative relationships reestablished. Currently, about a quarter of congregants report involvement in parachurch ministries, including as directors and board members.

16. Describe the strengths of your congregation: The Gateway people, leadership (a friendly and strongly committed group); love and compassion; reverence for the Scriptures and sound Biblical teaching; financial generosity and stewardship (we are debt-free); community engagement; the children’s ministry; Sunday worship; a praying people.

17. List specific problems with which your congregation struggles: Losing young families; insufficient focus on youth/young adult ministry; resistance to change; pastor/staff turnover; division and gossip; a need for increased focus on evangelism, discipleship, and Christian education; poor communication; some weaknesses in Biblical/reformed theology among congregants; “clique”-iness.

18. List major goals that this congregation has set for itself: We have chosen to delay setting any major goals until after we have brought a senior pastor on board with whom we can collaborate.

19. Has there ever been disciplinary action taken against a pastor of your congregation? x Yes No

20. Has there ever been any disciplinary action against an elder or deacon of your congregation? x Yes No If you answered “Yes” to either 19 or 20, please explain: Youth Director Position, not an ordained pastor. This was due to non-compliance with authority and moral failure, resulting in leaving the church. Also, a non-sitting elder was confronted in a Biblical accountability manner for substance abuse and infidelity, ultimately resulting in rehabilitation and marital reconciliation.

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21. Have you completed a mission statement, vision statement and/or strategic plan for your congregation? Yes x No

Part 4: Leadership Expectations

What five key characteristics / gifts / skills should a person bring to this position? 1. Godly character that aligns with Timothy and Titus attributes. 2. A person who lives out reformed theology through an evangelistic, prayerful, spirit-led,

ecumenical attitude. 3. A gifted preacher who communicates with clarity, firing a “Biblical bullet” at the listener. 4. A visionary and creative leader who values collaboration and empowerment, while

effectively communicating a shepherd’s caring and wisdom. 5. A person specifically called to a rural community in the Pacific Northwest, with a passion to

commit to a 5-10 year tenure.

Part 5: Church History

1. What do you consider to be the three most important events in the history of your church?

A. Successful capital campaigns for church facility expansions, renovations, or property acquisitions so that any debt was resolved quickly. An example is the Children's Wing paid in three years by Gateway church. All church properties are completely debt free.

B. Sending "our own" into the mission field, with three full-time missionary couples and many other parishioners serving a wide variety of short term missions over the years.

C. After just having our senior pastor of 35 years retire, we as a congregation, assisted by our Associate Pastor and Interim Pastor, as well as church leaders, successfully walked through a process of a graceful separation from PCUSA.

2. What do you consider to be the most interesting and challenging event in the life or your

church in the last three years? On November 10th, 2018 we had a “Gateway Key Leaders Workshop” with about 30 participants, including some members of the PNC. In small groups and as a collective gathering, we went through a SWOT analysis (strengths, weaknesses, opportunities, threats) for Gateway. In addition, we received instruction from our Transitional Pastor about the “Church Life Cycle”. We then voted on common themes in all areas, identifying

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where we felt Gateway was in the life cycle. The overwhelming consensus placed us in a “Decline” phase, with need for “Revitalization” (please see Appendix B for more). This event, organized by the Leadership Development and Transition Teams was simultaneously the culmination, and giant first step, of education our congregation needed in order to effect change. It has been foundational for communication and planning over the past six months and will continue to be moving forward.

Part 6: Other Information

1. List the last four persons in this position: Senior Pastor

Name Dates of Service Rev. Dr. Don Harris (Transitional Pastor) 02/2018 to Present Rev. Dr. Tom Pipkin 04/2014 to 11/2017 Rev. Dr. Rich Zimmerman (Interim Pastor) 03/2012 to 03/2014 Rev. Dr. Jim Hazlett 11/1976 to 11/2011

2. Other significant factors about our church not covered in previous questions:

Our congregation has a solid core group of active covenant partners who are dedicated to the Lord’s work, are passionate about Gateway and serving our community, and are faithful givers. (This has enabled us to be debt-free, through God’s faithfulness.) As a congregation, we realize we need to be revitalized and are striving to realistically see Gateway’s current placement on the “Church Life Cycle” chart. (“Revitalization” – or “Restructuring” – is a process which can be briefly summarized as, “The same people doing different things”. It is less drastic than the “Rebirth” of a nearly-dead church, but more drastic than the “Refocusing” of a plateauing church. Please see Appendix B for more information on Gateway’s place in the church life cycle.) We realize the cornerstone of change must be a commitment to prayer and submission to God’s leading by the Holy Spirit for us individually, corporately, and in collaboration with our new senior pastor, by God’s grace.

Clerk of Session Chair, Pastor Nominating Committee Date: Date:

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GATEWAY TRANSITIONING ASSESSMENT

Preparing Gateway Church for Our Next Pastor December 27, 2018

Summary

Gateway’s Session recognized the need for an organized process of transition to calling a new

Pastor/Head of Staff, and authorized a working group called the Transitional Team to guide that

process. A stepwise process was proposed consisting of Looking Back, Looking Around, Looking

Forward, and Recruiting a Pastor.

The Looking Back and Looking Around steps were addressed in a Key Leaders Workshop, with a

group of long-standing servant leaders of Gateway with perspective on past and present status

of the church. Two exercises were conducted in the workshop – a Strength, Weaknesses,

Opportunities, and Threats (SWOT) analysis, and a Church Life Cycle (CLC) exercise. Results

were analyzed by the Transitional Team in conjunction with Session.

SWOT analysis results provided context and clarity for understanding Gateway’s position in the

CLC, which was determined to be in a declining phase of the life cycle. That position directed

choice of one of three recovery strategies – the one that was intermediate in

commitment/effort and is referred to here as Revitalization.

The Revitalization process will focus on Gateway’s need for developing a comprehensive long-

term vision and strategy alongside its new Pastor/Head of Staff. The need for Revitalization has

implications for the skills and characteristics of Gateway’s next Pastor, and has been given the

descriptive term, Turnaround Pastor-Leader. Specific characteristics to guide recruitment of a

well-suited Pastor were delineated. It was recognized that while an extensive process of

Revitalization will take place with the next Pastor, a short-term vision and strategy is needed to

prepare our congregation, staff, and leadership to work with that next Pastor. That short term

process will also demonstrate Gateway’s commitment to fulfilling our mission through active

vision and strategy development, a feature likely to attract the most skilled and discerning

Pastor candidates.

Background

Approximately 1 year ago, Gateway’s Pastor/Head of Staff departed after serving for 3.5 years.

Though his duration of service was within the current average time of service for a head pastor

in the U.S., it was in sharp contrast to the long duration of service by a Pastor/Head of Staff to

which Gateway’s congregation was accustomed. Other complicating factors in the early

transition process included short notice of departure by the pastor, which limited time to

prepare for the transition, and Gateway’s Assistant Pastor declaring candidacy for the new

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position. That candidacy created conditions that promoted distress for the Pastor Nominating

Committee (PNC) and the internal candidate. The PNC was disbanded after doing their best to

navigate that difficult process as conflict stemming from differences in expectations between

the PNC and the internal candidate developed, with the ensuing withdrawal of candidacy and

resignation from Gateway’s call by the Associate (formerly Assistant) Pastor.

As a result, the need was recognized for an organized process of transition to calling a new

Pastor/Head of Staff that proceeds with expedition, but not haste, and with careful thought and

planning, but with efficiency, guided by prayer and servant leadership, but not vacillating

emotion or insistence on individualistic desires or agendas. In response, Session elected a

working group, called the Transitional Team, to guide this new transitional process while

operating under the supervision and approval of Session.

This Transitional Team has embarked on a stepwise process that can be summarized as Looking

Back, Looking Around, Looking Forward, and Recruiting a Pastor. The purposes of this process

are to:

1. Understand our current status as a church within the context of our history as a church

(Looking Back and Looking Around)

2. Provide guidance toward developing a unified vision for Gateway (Looking Forward)

3. Prepare the congregation to support the future pastor (Looking Forward)

4. Guide the PNC in recruiting a pastor with the right skills and temperament for leading

Gateway in developing a vision and executing the strategies to achieve that vision

5. Demonstrate to prospective pastor candidates that Gateway is a proactive church that

understands our mission, and will actively participate to develop vision and strategy to

fulfill our mission

This document summarizes the transitional process through the steps of Looking Back and

Looking Around, and makes recommendations for the next steps of Looking Forward and

Recruiting a Pastor. Its intended audience is Session, Gateway’s Congregation, the next PNC,

and prospective Candidates for Pastor.

What We Did

A group of approximately 30 key leaders from Gateway was assembled based on current

service on Session and/or the following criteria – duration as a congregational partner to have

an understanding of Gateway’s history over several years, demonstrated consistency and

perseverance as a Christ-based servant-leader for Gateway, and an unoffendable heart

conducive to objective evaluation without avoidance of potentially painful topics or

conclusions.

This group participated in a Key Leaders Workshop on 11/10/18 with the goal to complete the

steps of “Looking Back” and “Looking Around” in a single day. The group by design was

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equipped to have an understanding of Gateway’s long-term history in a way that could provide

perspective and understanding of Gateway’s current state.

Two complementary exercises were conducted in the Workshop – a SWOT analysis (Strengths,

Weaknesses, Opportunities, and Threats) and a Church Life Cycle (CLC) evaluation.

SWOT Analysis: Gary Grossman presented information for education and orientation as to the

mechanics and goals of the SWOT analysis. Small groups then discussed and listed each of the

components of the acronym SWOT (understanding that Strengths and Weaknesses refer to

factors internal to Gateway, while Opportunities and Threats focus on factors external to

Gateway). The entire group was then reassembled to allow reporting and recording of

descriptors pertaining to each category. The comments in each category were listed, and

participants were then allowed to individually vote on what each found were the most

significant descriptors in each category by placement of a limited number of color coded dots.

The results were tabulated by the Transitional Team. Similar descriptors were combined where

logical and meaningful to develop a list of the 4-5 most significant descriptors within each

SWOT category.

Church Life Cycle (CLC): Pastor Don Harris presented an orientation as to organizational life

cycles, particularly with emphasis on the life cycle for churches. Briefly, this life cycle can be

illustrated as a bell-shaped curve that begins with birth, passes through phases of growth,

plateau/maturity, and decline, and ends in death (Figure 1, Appendix). The rise of the curve

represents increased vitality. Within the church, vitality is correlated with attendance and

giving. Data were presented on Gateway’s attendance and giving over several years, and the

group’s knowledge of Gateway’s history complemented those data with an understanding of

Gateway’s life associated with attendance and giving, along with impressions of overall church

vitality. Prevalent forces behind different phases of the CLC relating to differing proportions of

Vision, Relationships, Programs, and Maintenance were presented to give the participants

better understanding. Subcategories of the major life cycle phases particular to churches were

defined with characteristics of those subcategories listed. With this information, each small

group discussed and delineated the characteristics most descriptive of Gateway’s current state.

Individuals then placed dots on a graphical representation of the CLC to vote for their

assessment of where Gateway currently resides in that life cycle. Results were tabulated by the

Transitional Team to develop a consensus of Gateway’s current position in the CLC.

Application: Three potential recovery strategies corresponding to position on the CLC were

evaluated by the Transitional Team. Each recovery strategy corresponds to a position on the

CLC, and varies in intensity. For example, an organization in the plateau/maturity phase of the

life cycle would undertake a less intensive recovery strategy labeled “Refocus” whereas an

organization near death would require a more drastic recovery strategy called “Rebirth”. An

organization in the declining phase, but not near death, would follow a recovery strategy

termed “Restructure”. A less corporate term applicable to a church used here is

“Revitalization”. There are different characteristics of a pastor suited to lead each of the 3

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categories of recovery strategy. The Transitional Team evaluated those characteristics to

develop a description of a pastor-leader equipped to lead Gateway through the corresponding

recovery strategy.

What We Learned

SWOT Analysis: Table 1 (Appendix) shows the summarized results of the SWOT analysis.

Strengths endorsed were a spiritually strong core within the congregation, Gateway’s facilities,

fiscal responsibility and responsiveness to financial needs, experience and inherent talent in

leaders, and a caring disposition of the congregation. Weaknesses noted were recent poor

leadership performance (despite their experience outside Gateway and inherent talents noted

under strengths), lack of church vision, lack of discipleship, poor involvement of youth and

young adults in ministry and leadership development, and poor hiring practices. Opportunities

endorsed were our culture’s need for spiritual infilling, collaborative ministry opportunities with

outside organizations (ecclesiastical and secular), change (e.g., in staff) revealing new ideas,

creative ways of outreach, and enhanced use of our facilities by the community outside

Gateway. Threats identified as most important were societal lack of spiritual leadership and

susceptibility to sin, an individualistic culture focused on self, pastors occupied by management

at the expense of spiritual leadership, and physical/criminal/liability threats to the congregation

and property.

CLC: Consensus from the CLC evaluation was that Gateway’s vitality has been in decline for

about a decade, beginning with the later phase of Pastor Hazlett’s call, continuing through

change in denomination, and exacerbated by recent events related to pastoral turnover. There

was close correlation between Gateway’s giving and attendance and the characteristics of the

declining phase of the CLC. The specific Life Cycle location in the decline was between

subcategories called Apathy (serving bureaucracy, rigid/resistant to change, and looking to the

past) and Questioning (problem and survival oriented, paralysis, low morale, doubt about

Gateway’s future, planning based on allocation of resources rather than vision, and individual

thinking). In this state, a congregation tends to maintain habitual patterns with maintenance

(i.e. a holding pattern) being the dominant organizational principle. Pastoral ministry in under

these conditions tends to become more of a chaplaincy than an apostolic mission.

The Transitional Team recognized a Revitalization recovery strategy as applying to Gateway’s point on the CLC. This is a strategy in which change is discontinuous with respect to the history

of the church. Revitalization does not deny or ignore the congregation’s history, but discovers,

designs, and develops a fresh vision and strategy for this generation through prayer and

discussion. In order for a congregation to emerge out of decline and into growth, then the

same people (the core and the committed) must do different things with different groups of

people. New leaders must be developed, and long-standing leaders of older ministries must be

willing to relinquish any sense of “turf” or proprietary ownership. Information must be shared

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between leaders of different ministries. New relational opportunities must be developed with

newcomers and Gateway’s neighborhood outside the congregation.

To carry out this challenging process of Revitalization requires perseverance of pastors and

leaders, unity of vision, willingness to accept change, and mechanisms for hearing and

addressing dissent. Leadership development for elders, deacons, and ministry leaders is

important, with expansion of the leadership base for developing new ministries on campus and

in the community. The spiritual leadership abilities of elders must be developed and prioritized.

Many of these principles were emphasized in the SWOT analysis giving further credence to the

need for Revitalization as the appropriate recovery strategy for Gateway.

What this means for Gateway’s congregation

The Church Life Cycle reflects a path common among organizations that is destined to occur

without periodic self-evaluation to cast vision and develop strategies to reach that vision. It has

been estimated that only about 1 in 5 churches engage in active strategic planning. Gateway

has not engaged in a formal visioning and strategic process, and as such has been in a declining

phase. Just over 5 years ago, Gateway underwent a formal process to develop a Mission

Statement. For a church, the mission should be based on Christ’s Great Commission. Gateway

developed a Mission Statement that is adequate and enduring. However, the process of

developing a Mission Statement did not progress to casting a 5-10 year vision or developing a

strategy to reach that vision. Vision and strategy will take months to discern and years to

execute, and will be a valuable journey for Gateway’s congregation and leadership alongside

our next pastor. While that vision will be a more comprehensive one that asks the question,

“what could we be in 5-10 years as a church?”, a short term vision and strategy is also needed

for Gateway to prepare ourselves to recruit, and then support with enthusiasm and unity, our

next pastor who will lead that more comprehensive process. In other words, Gateway should embark on short-term vision/strategy development to prepare our congregation to receive, support, and collaborate with Gateway’s next Pastor/Head of Staff to lead Gateway through Revitalization.

What this means for Gateway’s next Pastor/Head of Staff

In order for Gateway to succeed in the Revitalization process of long-term vision and strategy

development, a pastor with the right characteristics needs to be recruited. The term

Turnaround Pastor-Leader has been used to describe such a pastor.

Considering Gateway’s core principles of scriptural foundation and concurrence with ECO’s

reformed theology (as described in ECO’s Essential Tenets) and polity, it is assumed that any

pastor candidate to be considered must be grounded in those same principles in both personal

and professional life. The pastor must be founded in spiritual disciplines of prayer, reading the

Word, and reflection. Personal spiritual formation with ensuing purity and integrity must be of

primary importance, resulting in a life and ministry that is fed by the overflow from relationship

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with the Lord. Proficient preaching and teaching of the Word is essential, but not sufficient to

fulfill the skillset for Gateway’s Turnaround Pastor-Leader.

The pastor must be directive (but not autocratic and domineering) and collaborative with the

ability to delegate. The collaborative nature is particularly important given the SWOT analysis

emphasis on the need for elders to develop and carry out their leadership potential. The pastor

must have self-confidence (so as not to be easily discouraged), balanced with grace, humility,

and self-awareness in order to be a calming, yet inspirational presence in challenging times.

The pastor must be a visionary who can conceptualize, but also must be able to actualize in

order to guide and execute strategy to achieve the vision. In order to inspire the congregation

to work alongside one another toward a common vision, the pastor must be persuasive and

encouraging with good communication skills, as applied to interpersonal situations, preaching

to the congregation, communicating updates to the congregation, and providing direction for

staff. The pastor must be willing and able to work alongside Session to help covenant partners

overcome instances of doubt, anxiety, or conflict inherent to change from the Revitalization

process. As the Revitalization process is one that involves trying new ideas, the pastor must

embrace innovation, willingly re-evaluate, learn from that re-evaluation, and engender a sense

of progress from what is learned even in a failed attempt at a new ministry. Finally, as the

Revitalization process is one that occurs over several years, Gateway’s next pastor must be

willing to commit to a tenure (barring exceptional circumstances) that is well beyond that

currently typical of pastors (3-5 years), and more in the 5-10 year range. Table 2 (Appendix)

summarizes these characteristics.

Conclusion

Gateway’s leadership has embarked on a time of self-evaluation to gain direction and

momentum in the transitional process toward calling a new Pastor/Head of Staff. The formal

processes of evaluating Gateway’s past (Looking Back) to gain better understanding of

Gateway’s present status (Looking Around) has resulted in a recognition that Gateway has been

in a state of declining vitality for several years and that a Revitalization process consisting of

casting new vision and a strategy to attain that vision is needed. This Revitalization process is

one that will require commitment and perseverance by Gateway’s congregation and leadership.

It has implications for the characteristics of a Turnaround Pastor-Leader to lead alongside the

people of Gateway to achieve the vision of what we could become as a church through that

Revitalization process. The result of the self-evaluation process has been an articulation of the

characteristics of a pastor that will guide a PNC in recruiting the right leader for Gateway’s

Revitalization. It has also resulted in recognition of the need for a short-term vision during this

time of transition to prepare Gateway’s congregation to receive, support, and collaborate with

Gateway’s next Pastor/Head of Staff.

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Reference

Malphurs, A. Advanced Strategic Planning: A 21st-Century Model for Church and Ministry

Leaders. Grand Rapids: Baker Books, 2013.

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Appendices:

Figure 1: Organizational Life Cycle. The vertical axis can be considered as vitality, and the horizontal axis as sustainability.

Table 1: Summary of SWOT analysis listed in order of endorsement by each category. Numbers in parentheses show total scores from voting of participants

Strengths

1. A strong core of congregational participants who are biblically grounded, perseverant, and

prayerful. (42)

2. Facilities and property holdings that are sufficient for church functions/ministries and create

opportunities for other ministry and community partners. (e.g., ACTS, AA) (25)

3. Stewardship of finances and responsiveness of congregation to financial needs, resulting in

financial solvency and debt free status with ownership of property and no remaining financial

obligation to PCUSA. (18)

4. Church leadership that is fundamentally strong as exemplified by an attitude of servant

leadership and broad experiences as leaders in the community outside Gateway. (12)

5. A congregation that loves and cares for one another (7)

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Weaknesses

1 (tie). Poor recent history of leadership function despite the inherent strength (listed in #4

under Strengths), exemplified by passivity (too much deferment of Session to the Pastor, failure

to take action on issues), poor communication (Session to congregation, staff with ministry

teams, ministry teams with each other), failure to confront and correct gossip and indirect

discussions in dialogue with covenant partners, and failure to address conflict directly. (31)

1 (tie). Lack of church vision (e.g. youth programs, ministry teams, adults/seniors, family,

education, discipleship, community engagement, all within a coherent and coordinated plan),

which has resulted in lack of participation by covenant partners in ministries, poor development

and sustainment of commitment, loss of covenant partners (often with failure to recognize and

re-engage in a timely manner), poor vitality of small groups, and excessive dependence on paid

staff. (31)

3. Lack of discipleship which has been impacted in part by lack of Sunday school/education

classes for youth and adults (younger and older). (18)

4. Failure to reach out and involve youth and younger adults in ministry with progression to

leadership training, resulting in an aging population and poor succession planning for

leadership. (14)

5. Hiring practices have been poor with respect to candidate vetting and/or providing an

accurate picture of Gateway to candidates, resulting in poor fit of the individual, and/or their

family, and poor retention. (6)

Opportunities

1. Our culture is in need of spiritual infilling (be ready to give testimonies, awareness of

individual’s needs and situations, research and understand). (16)

2. Local ministry outreach (teaming with other ministries or secular outreach – Chenowith). (15)

3. Change (change of staff opens new thinking and approaches). (14)

4. Creative outreach (field trips, outside speakers, events, web-based bible studies). (13)

5. Allowing more community use of our facilities. (13)

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Threats

1 (tie). Societal lack of spiritual leadership in homes, opening the opportunity for Satan's

influence and proliferation of sin (e.g., our prevalent drug culture). (20)

1 (tie). An individualistic culture that is focused on self - one which lacks commitment to others,

and thereby presents a challenge for a group of believers espousing care for one another to

connect with and break down barriers, in part related to misperceptions of who we are. (20)

3. Pastors getting caught up in day-to-day management (staff, facility, programs) to the point of

emphasizing executive functions at the expense of spiritual leadership. (12)

4. Security to protect against outside threats with respect to physical/criminal activity against

the congregation, children, and property, and with respect to liability. (6)

Table 2: List of characteristics for a Turnaround Pastor-Leader

Concurs with reformed theology and polity of ECO

Spiritually disciplined in prayer, reading of the Word, and reflection

Values personal spiritual formation with resulting purity and integrity

Proficient preaching and teaching of the Word

Directive (not autocratic or domineering)

Collaborative

Self-confident, but with grace, humility, and self-awareness

Calming in times of challenge

Inspirational

Visionary AND Actualizer

Persuasive

Encouraging

Good communicator

Willingness to prioritize and lead a Gateway’s revitalization

Open to new ideas and able to objectively review outcomes

Able to learn from “failed” ventures

Committed to tenure of at least 5-10 years