2013-2016 PLAN OF ACTION

General Conference National Program Initiative 2013-2016 Quadrennium

WHEREAS, Black churches in The United Methodist Church today are compelled to mission and ministry by the same biblical and theological foundations that undergird the mission and ministry of the whole church. The call to “go and make disciples of all nations, baptizing them in the name of the Father and of the Son and of the Holy Spirit; and teaching them to obey everything I have commanded...” (Matt. 28:19-20) is widely embraced as the cornerstone for the mission of the church. In the black church community, an equally important mandate for mission is the first public pronouncement of Jesus: “The Spirit of the Lord hath anointed me to bring good news to the poor . . . proclaim release to the captives . . . recovery of sight to the blind . . . to let the oppressed go free. . . . Today this scripture has been fulfilled in your hearing” (Luke 4:18-22).

WHEREAS, the Black church tradition deserves due recognition, because of the major contribution it has provided in the total development of Black people; and

WHEREAS, this tradition must be credited with bringing together Black people from all ranks and stations of life, supporting causes for the good of all people, without regard to race, creed, or color; and

WHEREAS, there is a solid basis for optimism about the ongoing force of the Black church, this optimism is grounded in the innate God-consciousness of Black people and their general disposition to be responsive to the Spirit of God and the need to wed present causes for communities of sisterhood and brotherhood, and to wed social justice to spiritual gems in prayer, worship, discipleship and mission from the distant past; and

WHEREAS, such a wedding occurred during the dismantling of the Central Jurisdiction and the civil rights movement when the Black spiritual “We Shall Overcome” became a rallying ground for all people who seek freedom, justice, and a community of sisterhood and brotherhood; and

WHEREAS, innately linked to this renowned slave hymn is a word of hope for the lonely, a word of peace for the warring, a word of love for all; and

WHEREAS, its nature is akin to the words of Jesus, “The wind blows where it chooses, and you hear the sound of it, but you do not know where it comes from or where it goes” (John 3:8, NRSV), so it is with the power of the Black church; and

WHEREAS, since the Black church is rooted in an unseen Source, it does not yet appear to us what may be the full magnitude of its power for transformation, growth, and revitalization; and

WHEREAS, the Action Plans and priorities of this petition will establish administrative operations, and program directions to such a degree that the present and future generations will respond positively to our evangelism and discipleship ministries; and

WHEREAS, more people will commit their lives to Christ and claim a high level of loyalty and respect for the Black church and the United Methodist Church as our fore-parents and as the delegates of this General Conference of The United Methodist Church,

Now, therefore, be it resolved that
The 2012 General Conference of The United Methodist Church approves the continuation of Strengthening the Black Church for the 21st Century through the 2013 – 2016 quadrennium. Approval for continuance of SBC 21 will strengthen existing programs and enable new program development around the four Foci and beyond: (1) Leadership Development of principled Christian leaders for the church and the world; (2) As a part of the New Faith Communities emphasis SBC 21 will collaborate and partner with Path 1 to support the development of African-American Congregations and thus, create new places for new people and renewing existing congregations; (3) Engaging in ministry with the poor; and (4) Stamping out the killer diseases of poverty by improving health globally; (5) Expansion of relationships with the Central Conferences and African Congregations of African Descent in North America; (6) Expansion of models of strengthening youth and young adult ministries.

In the reality of critical ministry needs still present in the Black Church and the African-American communities the following Plan of Action shall be adopted as a basis for continuing of Strengthening the Black Church for the 21st Century throughout the 2013 ─ 2016 Quadrennium:

Plan of Action for Strengthening the Black Church for the 21ST Century:
The Mustard Seed Conspiracy of the Black Church!

The Conspiracy of Black Mustard Seed Churches is about faithful Christians who are willing to seek God’s kingdom above all else. No matter the location, God wants to use the Black Church to change the community in which it exist. All that is required is a little creativity, a little vision and faith.

To partner strategically with Congregation Resource Centers, The Council of Bishops, The Connectional Table, Annual Conference Cabinets and Connectional Ministries, General Agencies, Councils, and Commissions to succeed in undergirding Partner Congregations with the Wesleyan spirit including a biblical and theological application; and to equip them with practical tools and skills needed for vibrant worship, evangelism, discipleship, stewardship, mission, outreach, and effective administration.

To transform, and sustain vital Black Congregations for making a greater and more prophetic witness for Jesus Christ in the world today.

To offer The United Methodist Church the gift of a transformational learning model that enables an annual conference and/or one congregation to share its gift of vitality with other Congregations and other annual conferences that are seeking church growth, vitality and transformation and wanting to expand their gifts in mission and ministry and, in the process, to transform, and strengthen Black congregations and ultimately to transform and strengthen The United Methodist Church.

Goal 1.
Leadership Development: Academy of Interns (“AOI”)
The goal of this program is to provide an infrastructure designed to select, deploy and expose eight (8) potential rising clergy to a full complement of experiences that will provide him/her with the skills and competencies needed to transform, establish or maintain a vital congregation. The program will also outline a new paradigm of training for SBC21’s two year, Academy of Interns, that will prepare rising ministers for assignment to a church within the Path1 initiative or other churches in need.

Program Deliverables:

  1. Eight (8) Annual Conference Bishops/Cabinets, Boards of Ordained Ministries to confirm the selection of eight (8) Interns to be deployed to sixteen (16) of the most effective senior pastors and their respective staff and congregations for a two year internship deployment.
  2. Sixteen (16) of the most effective senior pastors and their respective staff and congregations accept responsibility for nurturing, mentoring and coaching eight (8) deployed interns in support and in partnership with launching a sustainable SBC 21 two-year internship program.
  3. Shall develop the next generation of Black clergy leadership in the United Methodist Church.
  4. To gain on-site experience in congregational ministry;
  5. To assign young students/local pastors to ministry settings of interest to them;
  6. To support student/clergy development, reward their effort and use their gifts;
  7. To create and provide a win-win situation for churches as well as for interns;
  8. To prepare clergy leadership for new church starts.

In collaboration with Gammon School of Theology, Garrett-Evangelical Theological Seminary and The Center for Leadership Development at Perkins School of Theology will provide a Certificate in African American Church Leadership for students participating in the Academy of Interns that would assist SBC21 in achieving the above goals by providing:

  1. A common ground for Academy clergy to meet for six two-day sessions over the two-year mentorship to offer group and individualized training in leadership issues relating to the African American Church, and theological supervision to those in peer mentor groups;
  2. Courses to build and sharpen skills in organizational management and strategic planning for effective church leadership;
  3. Courses to build and sharpen skills and provide opportunities for critical reflection in practical areas such as stewardship, personnel management, evangelism, new church development, cross-cultural appointments, volunteer management, and conflict resolution;
  4. Training and support in spiritual/emotional/fiscal/physical self-care as ministry;
  5. A place for Academy clergy to bring concerns, interests, and issues for peer and professional review and discussion;
  6. An environment for establishing mutual peer-support networks;
  7. Guidance for integrating current internship experiences with and in the contexts of their appointed ministry.

Goal 2.          
Church Growth: Increase the number of Congregation Resource Centers and Annual Conference PC Training Events from 34 to 56; and to enroll and train up to 500 PCs.

The primary task of CRCs and Annual Conference Resource Centers is to train and equip Partner Congregations via covenant relationships. They host training events, expose partner congregations to new ministries, provide support and follow-up.

Partner Congregations are local churches who are committed to becoming vital; a team of lay and clergy that are in a coaching covenant with a CRC and/or Annual Conference to transform and strengthen their church. They will write written reports and be evaluated by coaches, CRCs and the National Director of SBC 21.

Program Deliverables:

  1. Sustain up to 20 Congregation Resource Centers (CRCs) by annual training and evaluation of their program.
  2. Assist with and/or co-sponsor 31 Annual Conference PC Training Events.
  3. Cultivate 8 PCs into CRCs.

Measures to Support Goal #2:

  1. Implement an ongoing training the trainers (CRCs) program initiative.
  2. Engage in ongoing nurturing of relationships with 31 Annual Conferences including its Bishop, Cabinet, Connectional Ministries and Boards of Ordained Ministry where deeper partnership commitments toward co-sponsoring of training events are solidified.
  3. Establish liaison and linkages between SBC 21 and annual conference constituencies and provide counsel and feedback about programs and projects to the national office.
  4. Develop more effective new program paradigms and structures for implementing SBC 21 training events within jurisdictions, annual conferences, and districts.


  1. Enroll and enable 500 PCs to achieve Specific, Measurable, Attainable, Realistic, Timely (S.M.A.R.T.) Goals.
  2. PCs 1st Time Training Event 70 % cost covered
  3. PCs 2nd Time Training Event 50% cost covered
  4. PCs 3rd Time Training Event 25% cost covered
  5. Sponsor no less than 5 PC Teams per Training Event and not more than 10 PC Teams per training event

Goal 3.          
Engaging in Ministry with the Poor:
The purpose of this goal is to appropriate the passionate and transformative ideals of the John Wesley’s prison ministry and reform programs fundamentally influenced by the words of Jesus Christ in Matthew 25:34-40 “…I was in prison and you came to me.”

The high rate of detained and incarcerated black men in the prison system in America is a serious social problem for the Church in the 21st century. Its social consequence is debilitating, its economic consequence is generational and its health consequences of HIV and AIDs are contagious. According to the 2008 report of the Pew Charity Trust, there are more than 2.4 million people incarcerated in the United States prisons and jails. Of the 2.4 million individuals, black men make up over 1.1 million, accounting for almost half of the total amount of individuals incarcerated in the United States prison.

The top five categories of primary offenses for male inmates that are incarcerated: 19.8% Drugs; 14.7% Burglary; 12.6% Murder/Manslaughter; 12.4% Aggravated Assault including Forcible Rape; 12.1% Violent personal Offenses such as Carjacking. What’s staggering is the following reason for offenses: the high numbers of those incarcerated is suspected to come from impoverished backgrounds. Though the report does not provide research statistics in that regard it does quantify the collateral costs of incarceration of the economic mobility of former inmates, their families, and their children. According to the report incarceration reduces former inmates’ earnings by 40% and limits their future economic mobility. This is a growing challenge of incarceration among men, the young, the uneducated and African Americans.

Pew’s research on Collateral Costs details a comparative concentration of incarceration among men: one in 87 working-aged white men is in prison or jail compared with 1 in 12 African men. Today, more African American men aged 20 to 34 without a high school diploma or GED are behind bars (37 percent) than are employed (26 percent).
The report also shows more that 2.7 million minor children now have a parent behind bars, or 1 in every 28 for African American. Poor children lag behind their peers in many ways beyond income; they are less healthy, trail in emotional and intellectual development, and do not perform as well in school. The challenges that poor children face accumulate and interact, casting long shadows throughout their lives. Every year that we keep children in poverty costs our nation half a trillion dollars in lost productivity, poor health and increased crime.

The goal of this priority is to access personnel and resources for developing structures and ministries that will lead to decline in the recidivism of black men and to facilitate the smooth re-entry of black men and youths from prisons and correctional facilities

Program Deliverables:

  1. Networking: This focus connects families, providers, inmates, and volunteers. This area also concentrates arranging events to connect church volunteers for prayer and support.
  2. Educating: This focus will provide information to churches on basic Jail/Prison facts and offer different ways they can minister to prisoners. This may be:
    1. Going inside jail/prison minister;
    2. Assisting outside ministry to inmates family members or supporting inside ministries;
    3. Reentry/Transition Ministries – helping those coming out of jail/prison make a successful entry back into society
  3. Advocating: This focus addresses the criminal justice piece and the rights of those incarcerated
  4. This focus consolidates ongoing ministries with contact people (inside/outside jails), various agencies/transitional housing, and family support ministries. A primary concern is to assist CRC churches and others connect those they have been working with in jail/prison to another church should they transfer to a different area help make a successful connection.


  1. Church-based reintegration programs for juvenile ex-offenders
  2. Church-based initiatives for job training and job placement for those coming out of prison and jails
  3. To serve as an informational and educational center on prison affairs as it affects black men (dissemination of information
  4. Church leadership empowerment for sustainable and long-term participation in strategic initiatives for decline in the incarceration of black men and youths.

Goal 4.          
Africa/Diaspora (new Partner Congregations)
The expansion of SBC 21 to be more global in its relationship with the Central Conferences in Africa as well as with congregations of African Descent (Latin, Caribbean) in the United States.

Program Deliverables:

  1. Consult/collaborate with African College of Bishops for planning and prioritizing programs.
  2. Research demographics in the United States.
  3. Host at least two meetings with the College of Bishops of the Central Conference in Africa (one during the Council of Bishops meeting and one during their College of Bishops meeting on the campus of Africa University).
  4. Ascertain perceptions, stereotypes etc. that might be distinct cultural differences and obstacles which hinders the development and nurturing of strong and sustained relationships within the African Diaspora family. This may lead us into describing the relationship between "US and THEM."
  5. Sponsor an Africa/Diaspora Convocation

Measures to support Goal:

  1. Identify/Research programs and initiatives (past or present) that general agencies and national caucuses have been or are involved in and what special features of their programs and services deserve recognition (might there be opportunities for inter-intra agency cross-functional and collaborative efforts).
  2. Identify/Research what programs are needed, but not offered.
  3. Suggest the most appropriate UMC enterprise that should sponsor/champion such a ministry.
  4. Identify geographical areas with the highest density of populated constituents as well as active worshiping congregations.
  5. Determine who are the most prominent UMC clergy and lay African leaders (including college and seminary students) to be invited to subsequent strategy meetings, conversations, and planning.
  6. Identify practices and conditions which compromise the justice and integrity of Black United Methodist congregations, general agency staff, etc.
  7. Describe the relationship between US UMC African constituents with SBC 21 and BMCR. What argument can our strategy team make regarding why this endeavor? Are there any recent incidences where actions of any UMC entity may cause problems for the integrity of the ministry we are proposing? If so, are the circumstances or practices which, if left unattended may eventually undermine the integrity of our efforts?

Goal 5.
Proven Hospitality Extended to Youth & Young Adults:
The goal of this priority is to be genuinely inviting to our youth and young adults, and thus recognizing that there is no way around engaging popular culture which is often strikingly strange to communities of faith. Popular culture includes all these elements of our cultural surroundings that are mass mediated: World Wide Web, facebook, texting, Twittering, iPod, iPad, movies, television, radio, etc.

SBC 21 is convinced that we can work with youth and young adults in religious community if we remember these three elements from the mundane way in which the disciples met Jesus while walking to Emmaus: In the midst of their daily practices the disciples engaged in conversation with the stranger on the road, a conversation included their retelling of the events of the past few days and the stranger’s interpretation of these, and finally they quite literally broke bread together in the midst of community.

Program Deliverables:
For many members of The United Methodist Church there is no question that youth and young adults often appear strange. Wild color and styles of hair, diverse body piercings, clothes that are worn several sizes too large and too low below the waist line; these are only the most obvious signs some of the today’s youth and young adults adopt.

This goal shall open up our church to the strangers we encounter on our historical and traditional road to Emmaus and that openness has to be intentionally welcoming.

Our young people can help the UMC to discover the ways in which pop culture supports or contests estrangement. They can also help the UMC recognize that some of the ways in which we practice our faith may estrange us from youth and young adults.

Structure of SBC 21
The Coordinating Committee Membership: will consist of fifteen (15) members.

  1. Two from each of the five jurisdictions, who shall be named by the respective College of Bishops. It is recommended that within the two from each jurisdiction, there should be one lay, and one clergy person. Further, it is recommended for purposes of continuity that one of the two recommended shall have been members of the current Coordinating Committee.
  2. One person named by National Black Methodists for Church Renewal.
  3. One youth, One young adult and two bishops, named by the Council of Bishops.
  4. One person named by each general agency and commission as their representative to resource the Coordinating Committee (at the expense of the agency or commission).

Fiduciary & Principal Functions:

  1. Lead the organization to fulfill its mission through planning, policy making, development of support and financial commitment from the United Methodist Church, and monitoring results.
  2. Formulate and adopt policies related to the strategic work of the initiative.
  3. Select, employ, and evaluate work performance of national director/chief executive officer.
  4. Approve and monitor long-range goals and objectives.
  5. Adopt and monitor the organization’s operating budget.
  6. Protect the assets of the organization.
  7. Form linkages with other United Methodist organizations.
  8. Interpret the organization to the UMC.
  9. Ensure the effectiveness of the Coordinating Committee.
  10. Hiring and evaluating the performance of the National Director (full-time staff person who oversees the work and implementation of this Plan).
  11. Affirm congregations that shall serve as Congregation Resource Centers with accountability and evaluation of services
  12. Establishing standards for evaluating churches that are involved in the Strengthening the Black Church for the 21st Century initiative.  

Accountability of Coordinating Committee:         
The Coordinating Committee is charged with the following responsibilities:

A National Director shall be named to guide, direct and implement the Plan of Action, under the governance of the Coordinating Committee. The National Director will supervise other staff needed for the initiative which includes clerical support staff (1.0 full-time equivalent) and non-staff volunteers recruited to serve as partner congregation coaches to assist congregations in implementing their follow-up ministry plans. The volunteer coaches will be trained and deployed as necessary. A function of the National Director includes working with the General Board of Discipleship and the Coordinating Committee in providing leadership for the SBC 21 initiative.

Further duties shall be these:

  1. Provide oversight of training programs;
  2. Contact and work with Congregation Resource Centers, Annual Conferences, and Partner Congregations;
  3. Conduct evaluations of each event and share findings with the Coordinating Committee and General Board of Discipleship;
  4. Ensure training of leadership teams within Congregation Resource Centers and Annual Conferences;
  5. Recruit and supervise non-staff volunteers to serve as PC coaches and follow-up mentors;
  6. Publish annually a “Journal of Learnings” detailing learnings and insights from the work of SBC21;
  7. Maintain accurate and thorough records of all activities related to the Congregation Resources Centers, Partner Congregations and Coaches;
  8. Maintain open communications with Black Methodists for Church Renewal
  9. Report biannually to the General Board of Discipleship.
  10. Keeping alive the training of congregational focus of the plan of action, and making Disciples of Jesus Christ for the transformation of the world.
  11. Setting a budget and fiscal oversight based on delivery of services and partnership between Congregation Resource Centers and Partner Congregations.
  12. Evaluating the effectiveness of the Plan of Action and reporting with follow-up recommendations to the 2016 General Conference.
  13. Reporting to the General Board of Discipleship (GBOD) and National Black Methodists for Church Renewal (BMCR) on an annual basis.
  14. Offering key learning and models to the wider denomination as a gift of hope, healing and wholeness.
  15. Expanding and deepening relationships with United Methodist seminaries and other groups involved in congregational renewal and training.
  16. Offering training events for Congregation Resource Centers and Partner Congregations.

ADDENDUM: Expectations & Accountability for Partner Congregations, Congregation Resource Centers and Coaches

After attending a CRC event it is the expectation of SBC21 that a covenant is agreed upon and goals are met in order to translate characteristics of the CRC to the Partner Congregation (PC). It will be the responsibility of the CRC to model the way and facilitate the generation of ideas that will be implemented at the PC as well as follow the PC to successful implementation of their ministry goals. Each CRC will help the PCs that are attending their event create goals for implementation. This will allow for accountability and SBC-21 will assist in the follow-up and achievement of the goals. The CRC will partner with the PC for a time not less than one year….but during that year will stay engaged with the PC through quarterly review of goals and progress of their goals. This process will provide support and strategic allocation of resources that will ensure desired outcomes.

This program will define a standard global process for Partner Congregations (PC) attending a traditional CRC or Annual Conference CRC event, and define the level of commitment and the relationship between the CRC or Annual Conference and assigned coach. The program will provide an infrastructure designed to expose PCs to new ministries and provide support and follow-up through the completion of mutually agreed upon goals. The coordinator will manage the program and provide a Mentor Coach to serve as a support to all coaches and provide quantifiable data and reporting.

The primary task of the Collaborative Coaching Network is to nurture Partner Congregations via covenant relationships and coaching.

  • Coaching focuses on what's most important and helps find ways to make breakthroughs.
  • Coaches will assist their PC team (s) in areas such as worship, leadership, administration, outreach and Christian education (to name a few), that will allow them to achieve their goals. During   the coaching sessions, we will quickly develop a clear vision of the desired outcome, create a plan, develop priorities and then begin to close the gap to achieving the goals.
  • In preparing and presenting this course, the developers and instructors assume the learners possess ample knowledge and skill sets including the following:
    • In-depth knowledge and can perform without assistance. Can direct others in performing. Repeated and successful experience.
    • Comprehensive knowledge with ability to make sound judgments. Can give expert advice and lead others to perform.

The Program structure is a relationship based program aligning an SBC21 trained coach with a PC who has meet the SBC21 application criteria and has been accepted into the program. The coaches will play an integral role in the success of this program; therefore it is critical that they are selected carefully and paired with a Mentor Coach. A Mentor Coach will be a coach that is a Pastor or Pastor Designee of a CRC in good standing with SBC 21. The SBC 21 director may also appoint a pastor deemed fitting to the role of Mentor Coach. The mentor coach will serve as a subject matter expert and dependable resource for the coaches. SBC 21 will select appropriate frontline coaches. Training will be provided to assist the coaches in being effective.

Accountability: At the conclusion of each SBC21 event there will be a Covenant / Relationship Form including a signature by the coach and the Partner Congregation Pastor. This form will include a commitment of the PC to develop SMART GOAL (Action plan) within thirty (30) days to the SBC21 office, their coach (who should be part of the process) and the CRC Pastor / Annual Conference staff or Pastor Designee. The Coach will be required to have _______ interactions with the PC during the first 2 months, at least one face-to-face.

SMART is an acronym for a goal that is:

  • Specific
  • Measurable
  • Attainable and Agreed upon
  • Results Oriented
  • Time- Bound

These goals will serve as the benchmark of measurement for SBC21 and will make the relationship with the SBC21 coach and the PC more meaningful. Once the goal is agreed upon, the SBC21 coach and PC will remain accountable to each other and SBC21 to reach this goal. To make the process less of a burden for all involved it is recommended that the PC engage in only 3 SMART GOALs (action plans at a time).

Accountability Mechanism: To facilitate the accountability of the Program there will be monthly journals that will be completed by the PC and submitted to the SBC21 National Office. This mechanism will serve as a snap shot of the success or stagnation of the intended goal. SBC21, the CRC and Annual Conference will be able to monitor the level of engagement and path to success while providing extra guidance or resources when needed. The goal of the CRC program is to provide the structure to reach goals once a commitment is made. If goals are not met it will not be due to the lack of accountability or effort of SBC21, the CRC, coach and Annual Conference.

Measurement and Recognition: Developing new habits require repetition over time. Changing processes require determination, focus and accountability. Participation in this program shows determination and is the first step in driving lasting change. Through the partnership between the coach and the PC, accountability and focus are maintained. The phases of the relationship can be broken down into three parts, 1) planning, 2) action, and 3) achievement.

Planning: The first 30 days is critical to the success of the overall program. It is during this time that the PC is establishing and refining his/her goals to drive the church forward. The PC Team will also be introduced to their coach, develop baselines for the coaching sessions, review and prioritize the goals for the upcoming year, and establish short term milestones. As a result of this pre-work, the PC leadership team will have a clear vision of timelines, resource requirements, and can anticipate initial challenges.

Action: The pre-work has prepared the PC Team to begin tackling goals in a focused manner. We can anticipate that they will be energized and enthusiastic to make progress towards achieving the goals. During the next 60 days, it is recommended that the PC Team establish meeting schedules with their coach to revisit the short term goals discuss any obstacles that have arisen, refocus if needed and celebrate successes. These initial meetings are very task focused and will provide the coach with an initial sense of the commitment level of the PC in achieving its goals. It is strongly encouraged that one of the meetings in the first 60 days be a face to face meeting.

Achievement: With 3 months of progress towards achieving the goals behind them, the PC Team should be well on their way to making a meaningful impact on at least one of their goals. Through discussions with the coach, next steps should be clear and progress being made. Beginning with month four, the coach meetings can be reduced to monthly and would be focused on 1) the outcome of actions from the previous meeting 2) brainstorming solutions to challenges 3) celebrating success and 4) determining next steps. These meeting will keep the team focused, energized and encouraged.

The written summary prepared by the coach and journal entries prepared by the PC leaders, provides insight into the impact of the coaching experience and progress being made towards the established goals. The Mentor Coach will review the monthly reports to identify any gaps or roadblocks. He/she will provide additional support to the coaches and prepare a progress update for the national director on a monthly basis. At the end of the one (1) year engagement there will be a measurement of the goals and the PC’s accomplishments of these goals. Once goals are accomplished there will be a celebration ceremony planned by SBC21 to celebrate this success.

As goals are met the program coordinator will work with the Myriad Group to make sure that success stories are celebrated throughout the connectional church via the SBC21 website of other internal or external news avenues.

Financial Impact:

  • Stipend for coaches: $1000 annually ($250 per church + $500 SBC21) for two churches. If coach is assigned one (1) partner church stipend will be $500. SBC21 will pay travel for one initial visit. Partner churches will provide housing and meals.
  • Coaches will be instructed to make all travel arrangements through the national office of SBC21.
  • The most cost effective mode of transportation will be used for travel (in some cases driving will be the least expensive mode and in that case coaches will be asked to rent vehicle for road travel instead of using personal vehicle).
  • Coach Covenant will include completed W-9 Form (stipend taxable information for1099 form) plus travel information.

Evaluation Strategy: At the end of each Collaborative Coaching Network training event there will be an immediate evaluation that will need to be completed by each participant. This will be a brief summative evaluation that can be completed in ten (10) minutes or less. Technology:

Technology: SBC 21 National Office will evaluate and recommend technologies designed to enhance communication, facilitate the development and tracking of goals and activities.



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