C21 Network Facilitator Training

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C21 Network Facilitator Training

• A Church Planting Canada
• Endorsed Workshop

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Welcome to Day 2
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Welcome to Day 2

• Questions and Answers
• Are there any questions from yesterday's training?

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Facilitator Training
E
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The Three Primary Roles

• Facilitator Training

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The Three Primary Roles

• A network participant will be influenced by three
  different people.

Personal Coach (outsourced)
Personal Mentor (outsourced)
Network Facilitator
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The Three Primary Roles

• Mentor
• a highly valued and trusted friend who provides
  the church leader with foundational spiritual
  accountability
• should meet with the church leader at least once
  a month

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The Three Primary Roles

• Mentor
• character oriented
• discipling
• spiritual
• formation
• fruit of the Spirit
• accountability

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The Three Primary Roles

• Coach
• a highly trained and discerning individual who
  helps provide personal direction for the church
  leader
• should meet with the church leader at least six
  to twelve times a year

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The Three Primary Roles

• Coach
• technocratic
• planning
• goal oriented
• next step commitment
• gifts of the Spirit
• accountability

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The Three Primary Roles

• Facilitator
• the primary driving force who runs the network
  meetings and enables the network to achieve its
  goals
• while the facilitator will occasionally need to
  coach and mentor, this is not their primary role

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The Three Primary Roles

• Facilitator
• is responsible for ensuring that the Atmosphere,
  Key Components and Key Activities are all
  appropriately and intentionally implemented
• for more detail on these three elements, see
  notes from Day 1 The Network

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The Three Primary Roles

• Facilitator
• casts the vision 'Churches Planting Churches'
• audits the network to identify which churches
  need to move on to subsequent networks
• will receive regular input, feedback and onsite
  help from the appropriate C21 overseer
• will liaise with all denominations represented in
  the network group

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Reporting

• Facilitator Training

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Reporting

• The Facilitator is responsible to ensure
  quarterly reports are submitted. These reports

• ultimately serve the local church in their
  tracking of vital statistics
• should be collected frequently enough so the
  direction of the church and progress towards its
  objectives stay true to course
• should form the basis of what is collected by the
  regional national denominational bodies

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The Art of Asking

• Facilitator Training

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The Art of Asking

• Video Example
• My Big Fat Greek Wedding!
• Interactive Example
• see handouts

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The Art of Asking
Goal
Reality
The GROW chart is an effective coaching tool to
help the facilitator ask good questions.
Options
What will we do?
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The Art of Asking

• Demonstration
• Any Volunteers?

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Personalities in a Network

• Facilitator Training

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Personalities in a Network

• any network group will be composed of three
  unique yet important types of people,
  representing three generations Silents, Boomers
  and the Emerging Generation
• these three generations also provide the network
  with three critical ingredients to a network
  group's success Commitment, Cause and Community

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Personalities in a Network

• COMMITMENT The Silent Generation
• born between 1925 and 1942
• have pursued safe lifestyles, being careful
  always to do the right thing
• characterised overall as stable

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Personalities in a Network

• COMMITMENT The Silent Generation
• many are afraid the ride is over, and don't know
  what to do, so they block change is the enemy!
• have worked long and hard, and can't be faulted
  for lack of loyalty
• corporations are looking past this generation to
  the creative energy of the boomers

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Personalities in a Network

• CAUSE The Boomer Generation
• born between 1943 and 1960
• idealists in the generational cycle
• as children they were indulged, and able to get
  away with much more than would have been possible
  for the two earlier generations

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Personalities in a Network

• CAUSE The Boomer Generation
• boomers have a rare role to play to set a
  trajectory that will influence generations to
  come
• this is a story yet untold, and will be positive
  or negative depending on what boomers
  collectively envision

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Personalities in a Network

• COMMUNITY The Emerging Generation
• also known as the 'Survivors' or 'Gen X'
• born between 1961 and 1981
• the 'dis-' generation disenchanted,
  dissatisfied, disenfranchised, disgruntled,
  disillusioned, discomfited, disconnected
• having suffered as children from neglect, they're
  becoming the more conservative and protective
  parents of the young millennial generation

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Personalities in a Network

• COMMUNITY The Emerging Generation
• if boomers are the initial visionaries of the
  Information Age, survivors are the technical
  geniuses who will wire the vision and make it
  work
• because of the fracturing of their families, this
  generation places a high emphasis on relationships

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Personalities in a Network
Healthy networks cultivate and incorporate all
three elements.
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Outline of a Network Meeting

• Facilitator Training

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Outline of a Network Meeting

• the most effective networks meet over a two day
  period
• some network meetings are one day

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Outline of a Network Meeting

• Most meetings will be structured as follows
• Personal Check In 15
• Church Health Check 15
• Leadership Lifter 10
• Training 40
• Plan 10
• Commitment 10

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Outline of a Network Meeting

• Personal Check In
• Moving beyond the often basic welcome and
  devotional, each network meeting should open with
  a spiritual and personally introspective time.
• How are you doing spiritually, emotionally and
  physically?

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Outline of a Network Meeting

• Interactive Demonstration
• Personal Check In
• The Dark Side of Leadership
• main point
• application
• commitment

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Outline of a Network Meeting

• Church Health Check
• Over the life of the network, the health
  challenges of each congregation represented will
  be addressed using the results of a church health
  evaluation (eg NCD, SonLife, Vision Renewal).
• Select one health issue applicable to at least
  one of the network's attendees, then address and
  resource it.

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Outline of a Network Meeting

• Interactive Demonstration
• Church Health Check

• Raising the bar on Functional Structures!
• main point
• application
• commitment

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Outline of a Network Meeting

• Leadership Lifter
• Each network meeting highlight a key ministry
  leadership quality essential to local church
  health and growth.
• There are numerous resources in the Christian
  marketplace to guide facilitators in this task.

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Outline of a Network Meeting

• Interactive Demonstration
• Leadership Lifter

• Leadership Focus
• main point
• application
• commitment

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Outline of a Network Meeting

• Training
• Training is the heart of a network day.
• Each network will work through a series of
  lessons to help their participating churches
  achieve the network objective.
• For example, a PCN may look at 'how to cast the
  vision for daughtering a church' in one training
  session and 'how to hire a church planter' in
  another.

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Outline of a Network Meeting

• Training
• Lessons will usually form a linear, intentional
  and strategic process towards helping churches
  reach their given network's ultimate goal.
• Training materials for various networks are
  available through Church Planting Canada.
• Some lessons may be provided by the
  denominational office.

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Outline of a Network Meeting

• Plan
• Participants will take time to further develop
  their strategic plan.
• The plan will be both network and church
  specific.
• This is a time when pastors break away with their
  team members to strategise together. Single
  pastors may use this time to strategise with the
  help of other pastors present.

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Outline of a Network Meeting

• Commitment
• Before each network meeting ends, participants
  will make calculated and strategic commitments
  towards applying and implementing that network's
  meeting end.

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How to Start a Network

• Facilitator Training

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How to Start a Network

• start with prayer re who should be invited,
  where to hold meetings, gaining support, etc
• discuss and clarify with your C21 overseer
• determine what kind of network you will be
  starting
• be watchful for an Apprentice Network Facilitator
• identify a Secretary for the network

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How to Start a Network

• develop and implement a screening formula for
  church selection depending on network type
• understand yourself and your leadership style
  (DISC, Myers Briggs, Life Mission)
• identify a host church
• select a launch date

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How to Start a Network

• 10 prepare a document that clearly outlines your
  network's terms of reference, vision, goals,
  purpose, etc
• recruit churches your C21 overseer should be
  able to help you
• clearly outline expectations for potential church
  leaders and churches joining your network
• consider a covenantal signing

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How to Start a Network

• The Pastor's Role

• to attend the cluster meetings and be faithful to
  participate
• to commit to completing the action items
• to attend and respond to the coaching sessions
  after each meeting
• to develop a plan for personal growth
• to develop a plan to lead their church toward
  transitioning into even greater fruitful ministry

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How to Start a Network

• The Church's Role

To support their pastor by

• prayer and encouragement
• releasing him for up to two leadership
  conferences during the network experience, and
  covering all related expenses
• providing a reasonable resource and expense
  allowance

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How to Start a Network

• First Day's Curriculum
• getting to know who you are! (DISC, Myers
  Briggs, etc)
• getting to know where you're going! (Life
  Mission Vision, etc)
• getting to know where your church is, its
  preferred future and your role in it (JDPAS)

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How to Start a Network

• Interactive Demonstration
• What Kind of Animal Are You?

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Strategic Planning

• Facilitator Training

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Strategic Planning

• Over the course of the network each church should
  work through a comprehensive strategic planning
  process.
• An excellent tool for this is the Job Description
  Performance Appraisal System (JDPAS).

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Strategic Planning

• The JDPAS consists of four central parts
• gathering intelligence
• forming a strategic view of the future from the
  intelligence
• developing job descriptions to achieve that
  strategic future
• evaluating performance towards that future based
  on the job description

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Strategic Planning

• Gathering Intelligence
• Identify
• Crucial points of information
• Interpret
• What they mean
• Implication
• Draw out implication for planning

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Strategic Planning

• Forming a Strategic View of the Future from the
  Intelligence
• At the heart of any church's strategic plan
  should lie its Mission, Vision and Core Values.
  Churches in the network will want to review these
  three elements, or establish them if they have
  not already done so.

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Strategic Planning

• Vision
• Vision is a clear mental image of a preferable
  future, imparted by God to His chosen servants,
  based on an accurate understanding of God and His
  people, self and circumstances (Barna, edited).
  Vision creates specific, attainable milestones
  that require continual review and reflection. It
  describes what the church desires to be or to
  produce and may be geographic, date or product
  specific.

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Strategic Planning

• Mission
• This is a document with a number of components
  that explains what you will pursue as a church.
  It will reflect both your values and vision but
  will emphasise what you are going to accomplish.
  It describes the delivery systems to accomplish
  the vision. Typically, it can be reduced to a
  memorable set of statements and/or words.

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Strategic Planning

• Core Values
• Values are the fundamental convictions that
  underlie all our actions and ministries. They
  are the building materials for the life of the
  church upon which agreement is essential. These
  values guide ministry choices.

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Strategic Planning

• Developing Job Descriptions to Achieve That
  Strategic Future

• Major Responsibilities (MR)
• Key Activities (KA)
• Standards of Performance (SP)
• Core Competencies (CC)
• Time Allotments for MRs
• Strategies pastors create these with their
  ministry teams, not here

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Strategic Planning

• Evaluating Performance Towards That Future Based
  on the Job Description
• This evaluates the pastor's performance in
  relationship to the job description, and is
  conducted annually.

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Strategic Planning

• Interactive Demonstration
• JDPAS

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Conclusion
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Conclusion
CSN
PCN
SGCN
SPN
MCN
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Conclusion

• The mind of man plans his way, but the Lord
  directs his steps.
• Proverbs 169 NAS

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by His Spirit!