Home > Brian's Blogs, Missional Church > Missional Renaissance (7): Changing the Scorecard

Missional Renaissance (7): Changing the Scorecard

Congregations spend a lot of time counting weekly attendance and offerings, but these numbers reveal absolutely nothing about developing peopleReggie McNeal provides some suggestions for developing a new scorecard that might actually help tell us something.

In order to help us see the necessity for a new scoredcard, Reggie provides a contrast between a typical scorecard for a program-driven church and a typical scorecard for a people-development church.  First, the program-driven church:

  • Number of people involved, attending, or participating
  • People recruited for church services
  • Church activities
  • Spiritual disciplines
  • Money gathered and spent on church needs
  • Church turf
  • Church-centered “opportunities for growth”
  • Staff devoted to program management

Now compare that scorecard to a church focused on people-development:

  • Relationships that people are intentionally cultivating
  • People released into service
  • Personal life development
  • Money spent on people rather than buildings and administration
  • Life turf (home, work, school, community, etc)
  • Life-centered growth
  • Staff engaged in coaching people for their personal development

Here are some specific suggestions for a people-development scorecard (notice my awesome alliteration!):

  • Number of people reporting that they are growing in their prayer life
  • Amount of time spent in prayer as a part of corporate church gathering, staff meeting, committee meetings
  • Number of specific people being prayed for both inside and outside the church
  • Number of people reporting improved marriages
  • Number of people reporting improved friendships
  • Number of people engaged in financial planning
  • Number of people engaged in strength identification and development
  • Number of people serving others in some venue
  • Number of people being mentored
  • Number of people serving as mentors
  • Number of people pursuing job skill/life skill development
  • Number of coaches developed and deployed to deal with life issues
  • Amount of time in leadership meetings given to people development agenda
  • Time reallocated to people development from reconfigured programs
  • Progress on simplification of the church calendar by scheduling fewer events, meetings, and programs to free up time for people development
  • Time spent mentoring people in the community beyond the church
  • Number of hours people report in community service directly related to people development
  • Reducing debt to free up dollars for people investment
  • Number of people reporting personal debt retirement
  • Number of people increasing their generosity through charitable giving
  • Number of community organizations using the facility for their ministry to people
  • Number of schools using church facilities for their activities

The list goes on and on (and does in his book!), but don’t miss the point: If we want to develop people, we must have an appropriate scorecard to measure our development of people.  Attendance and budget just doesn’t tell us anything.

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