Vad vi gör, vad vi inte gör
Sex steg, vart och ett med angiven insats, angiven leverans och angivet mått. Varje tjänst nedan anger vem den är fel för, eftersom en tjänstebeskrivning som inte kan säga det är reklam.
Publicerad tills vidare endast på engelska. Övriga delar av webbplatsen är tvåspråkiga. Dessa sidor är det inte, eftersom en maskinöversatt statistikuppgift är en risk snarare än en artighet, och den svenska text som redan finns i instrumentet själv väntar på teologisk granskning av modersmålstalare.
Everything below is one of three things: work we can do this month, work designed and not yet built, or work we have decided not to do. Each entry says which, because that difference matters more to a church choosing a consultant than anything we could say about ourselves.
Two admissions belong here rather than in a footnote. The framework has not yet completed a full cycle with a congregation. And where free denominational support would serve you better, we will say so and point you to it.
Uppdraget, steg för steg
Discover
A first conversation about where the church is, and whether we are the right people for it.
- Inputs
- Forty-five minutes and a candid account of the situation.
- Deliverable
- A readiness note and a recommended pathway, or a referral elsewhere.
- Measure
- Whether we and the leadership agree on what the first problem is.
Diagnose
The instruments are answered and scored, alongside any public data for your area.
- Inputs
- Leadership's answers, and the congregation's where they can be gathered anonymously.
- Deliverable
- A report with dimension scores, any perception gaps, and the movement they point to.
- Measure
- Completion, and how many respondents each group produced.
Discern
The report is read together, slowly, with prayer built into the day rather than added at the end.
- Inputs
- A day with the leadership team, the report read beforehand by everyone present.
- Deliverable
- Three priorities, the named movement, and what will not be addressed this cycle.
- Measure
- Whether the team agrees with the diagnosis, including the unwelcome parts.
Design
The priorities become a plan built around the people and money the church has.
- Inputs
- The priorities, the calendar, the budget, an honest list of who is available.
- Deliverable
- A plan at ninety days, twelve months and three years, with an owner and a date on every objective.
- Measure
- Specificity. An objective without a name and a date does not count as written.
Deploy
The church does the work. We appear at intervals agreed beforehand, not between them.
- Inputs
- Someone inside the church who owns the plan, and review points fixed in advance.
- Deliverable
- Review notes, a log of what got in the way, and the adjustments made.
- Measure
- Objectives completed, including those abandoned deliberately.
Develop
Capability moves from us to you, which is the point of the engagement.
- Inputs
- Time from the people the church intends to raise up, released rather than added to their load.
- Deliverable
- A development map, and someone inside the church trained to run the next cycle.
- Measure
- Whether the church can run its next cycle without us. If it cannot, we have not finished.
Tjänsterna
The Church Health Index
Fifty statements across ten dimensions, scored by a published method. There is no attendance question.
It reads what a congregation can change: leadership health, discipleship, trust, engagement with the place the church stands, financial resilience, the next generation. The items, the mathematics and the known limitations are published before anyone answers.
It scores observable organisational indicators. It does not measure God's approval, a church's worth or the presence of the Holy Spirit, and a low score is not a verdict on faithfulness.
Suited to
- a leadership team that suspects it has stopped seeing itself accurately
- a denominational officer who wants to inspect an instrument before it reaches congregations
Not for
- a church looking for evidence to settle an argument already under way
- anyone needing a number to justify a decision already taken
- a congregation in an active safeguarding matter, which needs a process and not a survey
The Leadership Health Assessment
Fifty items answered three ways: the leader on themselves, the team on the leader, the congregation on the leadership as a body.
It rates a named person, which is why it is built as it is. There is no free-text field anywhere: a complaint about a person needs a safeguarding process, not a five-point scale. Small readings are suppressed entirely rather than published with a caveat.
Four refusals are printed on its face. Not an appraisal, not a safeguarding process, not a diagnosis, not a verdict on a person.
Suited to
- a leader who would rather know how their team reads them than be told later
- a board holding a concern it has not managed to state plainly
Not for
- a church seeking grounds to remove a pastor
- an employer wanting evidence for a review or a personnel file
- any matter of conduct rather than health, which belongs with your safeguarding officer today
Congregational reading and perception gaps
The finding a leadership team cannot produce alone: the distance between how leaders read the church and how members do.
Leadership answers fifty statements, the congregation forty-seven, because three ask about knowledge only leadership holds. Where the two differ widely the report names the gap, and declines to apportion blame for it.
The answers are collected online and encrypted in each person's browser before they leave it, under a key that lives only in the facilitator's link. A group's result is released only when enough people have answered that no individual answer can be worked out: eight in a congregation, four in a leadership team. Below that, nothing is published.
Suited to
- a church where eight anonymous responses is a realistic ask
- a leadership team that has agreed beforehand to accept whatever comes back
Not for
- a congregation where anonymity cannot honestly be promised
- a church where a survey would become the next round of an existing dispute
Pastoral health and leadership consulting
Confidential work on the parts of the role that are organisational rather than spiritual: load, delegation, isolation, boundaries, decision rights.
The evidence points at structure more than at effort. Isolation and role design appear to bear on exhaustion more reliably than hours worked, so this starts with how the role is built rather than how hard someone is carrying it.
It is consulting and coaching, not licensed mental-health treatment, and we refer rather than improvise.
Suited to
- a pastor who is coping and does not intend to still be coping this way in three years
- a board willing to change the shape of a role rather than the person in it
Not for
- anyone who needs therapy, medical care or a crisis service
- a church using an outside consultant to avoid a conversation it should have itself
Vitality and mission
Work on what has gone quiet: prayer, formation, the church's account of the gospel, and its presence in the place it stands.
This is the movement most vulnerable to spiritual language standing in for structural change, so it is worked concretely. Who prays, and when. What is taught across a year. What the congregation could name, unprompted, as its part in the neighbourhood.
It is not an event and it does not promise attendance. Across much of Europe congregational growth is transfer between a shrinking number of congregations, which is not Kingdom growth.
Suited to
- a church that is orderly, functioning and quietly dormant
- leaders who can name what the church used to do and cannot say when it stopped
Not for
- a church whose leadership is exhausted or divided, where this work laid on top makes things worse
- a team hoping an outsider will supply energy the church does not have
Direction and priorities
Mission, values, vision, the discipleship pathway, and what happens in the next ninety days, twelve months and three years.
What comes out is not a statement for the foyer wall. It is decisions, each carrying a name and a date, alongside a list of what the church has chosen not to do this cycle. The second list is harder to write and does more work.
We will not run this for a church whose leadership health or trust sits below threshold. Restructuring a tired and distrustful team makes matters worse, and that refusal costs us engagements.
Suited to
- a church that is busy, well-intentioned and pointed several ways at once
- a new leader who has inherited a structure nobody chose
Not for
- a church in active conflict, or one without settled leadership
- anyone wanting a document rather than decisions with names against them
Kingdom Stewardship review
Giving patterns, donor concentration, the cost of staff and buildings, reserves, debt, and what the present shape can sustain.
Four keys. Track what is happening rather than what the annual report implies. Set a target that is arithmetic rather than hope. Trim what the mission does not require. Train whoever handles money.
On payroll, tax and employment we structure and refer; we do not advise. That is work for an accountant and a lawyer in your own jurisdiction.
Suited to
- a church whose income is holding while its fixed costs rise
- a treasurer who suspects the reserves position is more fragile than it reads
Not for
- a church needing statutory accounts, audit or tax advice
- anyone looking for a fundraising programme
Kingdom Enterprise
Whether a shop, a cafe, a let or a community partnership could carry part of the cost of the mission, and whether it should.
European congregations hold a great deal of property they cannot sell or easily alter, and public goodwill they have never converted into anything. The question is not whether a secondhand shop can make money. It is whether the enterprise is the mission, funds the mission, or becomes a small business staffed by people who used to do something else.
It reaches legal structure, charitable status, employment, tax and governance, so local professional advice is part of the work rather than a footnote to it.
Suited to
- a church with a building it cannot fill and volunteers who want to use it
- a congregation already running something informally that has outgrown goodwill
Not for
- a church hoping trading income will solve a giving problem it has not diagnosed
- a congregation whose volunteers are already at capacity
Vad vi inte erbjuder, och varför
En konsultverksamhet som erbjuder allt säger att den inte har bestämt sig för något. Dessa har övervägts och avböjts eller skjutits upp, med skälet i varje fall.
A church growth methodology
The evidence does not support attendance growth as an achievable primary outcome for most European congregations in this period. Selling it would be dishonest, and would contradict the rest of this page.
Church planting recruitment and training
Established European networks hold these relationships and do it better than we would. Peer-reviewed work also questions the sector's central assumption, that planting produces net growth.
Digital worship and livestream strategy
Online attendance has fallen back to a fraction of its 2021 level. Consulting on it now would sell a service for a question that has largely closed.
Any empirical claim about supernatural ministry
No data exists that would support one. The theology and the pastoral practice can be taught, with safeguarding boundaries stated, but no claim is made about how often anything happens or how well it works.
Church management software
A different category, with entrenched providers and nothing we could add. A church asking should be sent to someone who builds it.
Consultant certification
There is no track record to certify anyone against. Certifying consultants in a methodology not yet validated on real churches would sell something that does not exist.