Today, we gained momentum through our presentation and the involvement of the membership. It behooves us to act now -- even before the membership votes on the lease -- to avail ourselves of this momentum and continue to move forward. Regardless of how the membership votes on the lease, all of the issues we discussed are critical not just to the future of our church but to how we do things today. We've all agreed that we want to have continuing dialog with the membership.

Holding occasional pizza meetings after church makes only occasional progress. Holding constant meetings with everyone will drain the energy from the project. What is important is that we as a group maintain our vision and enthusiasm. As we pray individually and work as a team, our sense of hope and excitement can be our light that shines to the membership as a whole. 

Here is my inkling of an idea:

Our regular communication with the membership could provide some brief background information on how what we have discussed relative to an exploration topic. That would then set up a question we wish to ask. We could then identify a member with particular interest in that to give us feedback. For example, suppose a member expresses some insight into a particular concept. We could consult with that member (or with a group of two or three) to help us drill down into that specific area. Without having to meet with all members at once, we could accommodate individuals or smaller groups at times and places more generally convenient to everyone.

In so doing, we can continue to keep members engaged in the process and deepen our team's ability to address member concerns and develop alternatives. It can also give members a reminder of their importance in the church's future, rather than just waiting for a committee to give a report each quarter. In short, we want this project to have a sense of urgency and transparency to the membership on a consistent basis.

This list of potential questions may serve as a starting point:

• How do you want our church to progress in the next 10, 20, and 30 years?
  
• How should we involve our young people in the development of new ideas for the church?
  
• Should we present our concepts to The Mother Church? If so, how?
  
• How much space do we need?
  
• How do we interact with the public on a daily basis?
  
• What does it mean for our church to be known throughout the community?
  
• How can we work with other churches and be a spiritual leader in Richardson?
  
• How can our church facility be used for non-church activities and events, including those that generate revenue?
  
• How can our church participate in educational activities for both children and adults?
  
• How can all our church activities stay abreast of the times but remain distinctly spiritual and consistent with Christian Science?
  
• How can we keep from being stifled by church traditions without alienating those who appreciate those traditions?
  
• One idea is to provide a daily place for visitors to read, relax, work, and chat. This venue would be separate from the Reading Room. What amenities should a facility provide for this purpose?
  
• What should we consider if we decide to join the Reading Room and the rest of the church under the same roof?
  
• What effective fund-raising efforts, if any, should we engage in to complete renovations?
  
• What physical shortcomings does our present church auditorium have, and what should we do to remediate them?
  
• If we decide to stay in our current Reading Room, what if anything should be done to update the design?
  

Have an idea? Jot it down here. Think it's crazy? Say it anyway. Don't let mortal mind stifle inspiration.

We're starting to think big. To gain not just the involvement but the passion and excitement of the membership, we must move forward with a professional approach to management. It does not mean endless meetings and useless activities that consume our times with little to show. 

A multi-year project like this requires a strong, cohesive organization. It should consist of:

• Management Team
  
• Long-Term Planning Team
  
• Short-Term Planning Team
  

There are gobs of information online about management concepts, but I want to focus on a beginning strategy.

MANAGEMENT TEAM
This could be our committee, minus anyone who doesn't wish to serve, plus anyone not currently serving who wants to. The planning teams report to the management team, which in turn reports to the Board of Trustees. Of course, this is just my recommendation. The Board has to approve our plan. 

The Board could be the management team, but it may make sense to the Board not to take on the extra work and delegate it to a separate group of members. (Nothing stops a Trustee from being on the management team, either way.)

LONG-TERM PLANNING
To gain the continuing, enthusiastic involvement of all church members, we need to plan well in advance (I think at least one year). It should lay out a program of exploration and discovery that focuses everyone's attention on the vision itself. 

SHORT-TERM PLANNING
As deadlines approach (e.g. a specific event planned in advance), we need to hone in on the details so that the membership has an experience that is both professional and fun.

The management participates in defining the scope of work for the planning teams, and could, for instance, vote to establish certain goals and objectives. There is no reason to get a lot of people involved until the work load requires it. I would recomment no more than 3 people on each team, but they can always request additional help when needed. The management team should be available to provide those resources.

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