Is your ministry running as one healthy system?

Our church has a clear, shared answer to who we are trying to reach - and the weekend service, outreach, and communication are intentionally designed with that person in mind.

We have a documented, consistent process for following up with first-time guests - including who does it, by what method, and within what timeframe.

There is a clear next step that every first-time guest is invited to take, and it happens every week - not just when someone remembers.

We track first-visit to third-visit retention - we know what percentage of new guests return, and leadership reviews that number regularly.

There is a formal membership process that moves people from attender to committed member, and we measure how many complete it each year.

The weekend service is evaluated after every gathering - leadership asks what worked, what was confusing, and what can improve next week.

The church has a meaningful online presence - Google profile, website, and social media - that makes it easy for an unchurched person to find and attend.

We know what percentage of our regular adult attenders are actively participating in a small group, and that number is reviewed at least quarterly.

Small groups are the primary vehicle for pastoral care and discipleship - care is not dependent on staff or the senior pastor alone.

Our community outreach programs are tied to measurable connection goals - not just benevolence activity - and they reflect a clear picture of who we are trying to reach.

There is a formal process for helping members discover their gifts and find a serving role that fits - not just filling open slots when a ministry is short-staffed.

Key ministry functions do not require the senior pastor's personal involvement in routine decisions - leadership is genuinely distributed to staff and lay leaders.

There is clarity between the pastoral role and the board or elder role in major decisions - roles are documented and understood by everyone at the table.

The church has a documented succession plan or at minimum a formal emergency leadership protocol - not just an assumption that something will work out.

Leadership tracks 5–10 key health metrics consistently - attendance trends, giving participation, group enrollment, volunteer count - and reviews them at least monthly.

Generosity is taught as a spiritual discipline year-round - not raised as an urgent need during budget shortfalls or annual stewardship campaigns.

We track giving participation rate — the percentage of regular attenders who give — and that number is growing year over year.

We have a first-time giver follow-up process — a personal thank-you, a story of impact, and an invitation to continue — not just an automated receipt.

Our budget is built around ministry priorities - not just historical spending patterns or what we think we can afford based on last year.

The church holds at least 3 months of operating expenses in reserve, has a policy for maintaining that buffer, and leadership reviews the financial dashboard at least monthly.