Vision for the Church and Philosophy of Ministry

Hi everyone. Thanks so much for being here tonight. I’m Becca Eastvold, and I’m honored—and humbled, excited, and honestly a little terrified—to stand before you as a candidate for the Lead Pastor role.

[Your Story] This church has been my home for 12 years. I first came to the Vineyard when my husband Nick and I moved to Duluth from Cincinnati. At the time, we had one son and were discerning how and where to raise our family.

When we visited the Vineyard earlier that year—where Nick had gone in high school—I remember sensing the Holy Spirit whisper during worship, “This is your home.” That Easter service in 2013 changed the trajectory of our lives. With no job lined up, very little plan, and a lot of faith (and probably some recklessness), we moved that August.

I joined staff in 2014 as the early childhood coordinator. Since then, I’ve served as the Vineyard Kids Pastor, and now as the Marriage and Family and Teams Pastor—with some worship responsibilities sprinkled in there too.

[Your Pastoral Experience] Over the years, I’ve had the privilege of walking alongside many of you—through births and funerals, baptisms and child dedications, weddings and hospital visits, times of celebration and seasons of disorientation. And in all of it, I’ve encountered Jesus—his presence, his power, and his grace—through you.

This community has shaped me. And it’s out of that formation and love that I feel invited to step into this discernment process with you.

[Discerning the Call] To be honest, I didn’t apply for this role at first. It took a lot of wrestling with God, listening to wise voices, and having vulnerable conversations. I tried to put up a lot of roadblocks. But eventually, I sensed God inviting me to take a step forward—not with certainty, but with faith.

So I submitted my name, trusting the Spirit and all of you to help discern what God is doing here. Because ultimately, I want what God wants for this church—whether or not that includes me in this role.

Would I love the chance to help lead us into a new season? Absolutely.

[A New Season] After what’s felt like a long, frostbite-inducing winter—a Narnia kind of winter, where it’s always winter and never Christmas—I think many of us are longing for spring. For warmth. For new life. For fresh experiences of the Holy Spirit. For joy, fun, and healing.

And I believe God is stirring something new among us.

A few weeks ago, a friend said something that stuck with me: that the work ahead is about repentance, reconciliation, restoration, and redemption.

If I were to serve as Lead Pastor, I would want us to be a church marked by:

Repentance—where we name our sins and surrender them to Jesus.

Reconciliation—where we speak the truth, make peace, and love across differences.

Restoration—where we join God’s healing work in our lives, families, and communities.

Redemption—where no wound, no story, no failure is beyond God’s mercy.

That’s the kind of church I want to help lead.

[Emotional Health & Formation] I believe a key part of that is emotional health. Jesus was the most emotionally healthy human to ever live. He knew what was his to carry and what wasn’t—because he knew his Father and only did what he saw him doing.

If we can understand why we show up the way we do—if we can explore the wounds and meanings we carry—we can become people who take the good news of the Kingdom into our relationships, neighborhoods, and everyday lives with authenticity and love.

That’s why I also believe in cultivating healthy spiritual rhythms—like we’ve explored with the Rule of Life. If we’re going to be people who are with Jesus, become like him, and do what he did, we need the kinds of practices Jesus himself modeled.

Spiritual formation + emotional health = a church that brings healing and wholeness to the world around us.

[The Church We’re Becoming] And, beautiful things are already happening here. Tonight, as I looked around the room, I saw people laughing, sharing stories, asking questions, praying for one another—being the church.

I hope we can keep becoming a community that talks to each other, not about each other. A place where truth is told in love, where differences are respected, and where judgment is left to the only One who truly sees and knows it all.

I dream of a church where:

Everyone belongs, no matter what they believe or how much they’ve changed.

People with trauma are met with compassion, not suspicion.

We speak with kindness and curiosity, not condemnation.

Hidden struggles are not met with shock, but with grace and support.

[How I’d Lead] If you’re wondering about my “five-year plan,” I’ll probably turn the question back to you: What do you think it should be? Because I believe we discern the future of this community together.

As Paul wrote in 1 Corinthians 12, we are one body with many members—and leadership is about paying attention to the Holy Spirit, to shared vision, and helping us move together in that direction.

Theologically, I’m shaped by a Kingdom-centered, Jesus-focused framework. I affirm the authority of Scripture, read through the lens of Jesus, and believe that theology is something we live, not just study.

I want our church to be a place where:

Kids grow up with a vibrant, thoughtful, personal faith.

Singles are honored, families are supported, and no one is left out.

We keep lifting up the poor, the vulnerable, and the voices that are often ignored.

We’re an “everyone gets to play” church—and I want us to stay true to that.

[My Posture in Leadership] I don’t believe the Lead Pastor is the hero. The job is to keep pointing us to the hero—which is the answer preschoolers give to any question asked in kids ministry: Jesus. A Lead Pastor should listen well—to the Spirit and to people—and lead with humility, courage, and love.

Being nominated has been an honor—but it’s also been scary. We’ve seen what happens when power goes unchecked.

So I will commit to surrounding myself with people who tell me the truth. Who call me out when I’m wrong. Who help me stay grounded in Jesus.

None of us is above temptation. And leading well means being accountable and supported.

[Closing] Thank you. Thank you for showing up tonight. For staying. For loving this church through grief, change, and hope.

I’m really glad we’re here together—and I look forward to the conversation ahead.

1. What pastoral training and biblical or theological (formal and informal) education has helped equip you for this role, not including training under Michael and Brenda Gatlin?

Over the past decade, I’ve been formed as a pastor through both hands-on leadership here at the Duluth Vineyard and through ongoing, intentional learning and spiritual formation.

I’ve preached regularly and led discipleship programs like Faithwalking, Gospel of Wholeness, and Rule of Life—spaces where I’ve needed to study, teach, and apply Scripture in real-life practical ways. I’ve provided pastoral care in hospital rooms and over coffee, in the midst of conflict, and in times of incredible pain, misunderstanding, and heartbreak.

I’ve also participated in pastoral cohorts—both locally and with other women pastors across the Vineyard—which have shaped and encouraged me. I’ve received training in trauma-informed leadership and mandated reporting, and have worked to create systems that reflect those values. I’ve attended Vineyard conferences, children’s ministry gatherings, and leadership trainings—and I read a lot: books on the Kingdom of God, inner healing, emotionally healthy leadership, and leading through crisis. I’ve been coached and mentored by seasoned leaders, both in and outside the church, which has been one of the most important parts of my growth.

And biblically, I’ve grown most through my daily engagement with Scripture—reading, studying, praying, and wrestling with what it means to lead faithfully and live under the authority of .

So while my training hasn’t come through a traditional seminary path, it’s been consistent, Spirit-led, and rooted in the life of the church. And it’s shaped not just how I lead, but who I am: someone who listens, equips, teaches, and leads with honesty, compassion, curiosity, kindness and a dependence on the Holy Spirit.

And I want to be clear about this: when it comes to training under Michael and Brenda—I know the heart of this question, and I respect it. The reality is complicated. There were absolutely harmful dynamics in their leadership that I’ve had to grieve, name, and continue to untangle—especially in therapy and in processing with trusted friends and mentors. At the same time, I did learn things that shaped me during those years. Not all of that learning was healthy. But some of it was good. I don’t want to erase every moment of growth simply because of where it came from. That said, I’m confident that I have led—and will continue to lead—differently. More transparently. More collaboratively. With greater accountability and a stronger commitment to emotional and spiritual health.

2. Do you have any plans for further study, mentorship, or pursuing a degree in pastoral studies?

I intend to pursue learning specifically around the area of pastoral counseling.

I’m also interested in further trauma-informed leadership training both for myself as well as the staff, council, leadership community and our entire church

I already have a coach I meet with monthly through Leader’s Journey.

I have a couple of mentors as well as people I pray with regularly.

I am a lifelong learner and am committed to remaining that way. I’m currently taking a module through the Faithwalking organization and will be continuing that work through the end of 2026.

3. Could you briefly outline your qualifications for this position?

Sure—thank you for asking.

I’ve had the privilege of serving on staff here for over a decade in a variety of roles, and in that time, I’ve gained experience in both the relational and organizational sides of pastoral ministry.

I’ve walked closely with individuals, couples, families, and kids through all kinds of life transitions—and have gotten to offer guidance, emotional support, and practical care.

I regularly preach and teach, and I love helping people see how the truth of Scripture connects to their actual lives. I’ve already mentioned this, but I’ve led discipleship programs like Faithwalking, Gospel of Wholeness, and our Rule of Life work this past year—helping folks grow in intimacy with Jesus and become people who live and love like him.

A big part of my role has also been leading teams—coaching some of the staff, caring for volunteers, and building healthy ministry systems across areas like children’s ministry, marriage and family ministry, worship, and church-wide events like retreats and conferences.

I’ve helped navigate conflict and tension in a variety of contexts, and I really care about creating a culture of reconciliation, accountability, and kindness—one rooted in both the Bible and emotional health.

And I’ve developed and updated safety policies and coordinated with external organizations—especially when we’ve shared space with groups like daycares or community experts in areas we as staff and volunteers need additional skills, like OT training in Vineyard Kids, and safety, security and abuse awareness trainings from First Witness and PAVSA.

All of that, combined with ongoing spiritual formation and trauma-informed leadership training, has shaped me into someone who tries to lead from being present, and not folding under pressure.

I may not have a traditional seminary degree, but I’ve been trained in the trenches—here, with you all. And I would be honored to continue serving and leading in this next season.

4. Have you had experience supervising staff in a ministry context?

Yes. I stepped into a staff leadership role in October 2023, helping lead our Senior Leadership Team, and since John went on leave, I’ve been sharing the lead pastor responsibilities with Steph and Melissa as the three of us work to lead the entire staff team together.

I’ve specifically supervised both our Children’s Ministry Director and Worship Pastor. That included regular one-on-one meetings, setting clear goals, offering feedback, aligning vision and job priorities and responsibilities—and a lot of encouragement and support along the way. I’ve also walked with staff through conflict, burnout, and major transitions, which has required patience and clarity. I’ve found that so much can be accomplished with clear, honest communication.

Before joining SLT, while it wasn’t staff supervision in the traditional sense, I led a large team of volunteers in Vineyard Kids for nearly a decade. Managing classroom leaders, navigating team dynamics, giving feedback, casting vision, and creating a culture of healthy communication—all of that helped prepare me to supervise staff in a more formal capacity and those years and experiences really shaped how I approach leadership today.

5. How would you describe your management style?

Thanks for asking.

I’d describe my management style as relational and collaborative—with a strong bent toward clarity and care. I like to know the people I’m working with, what makes them come alive, and how I can support them to do their best work.

I’m a “high trust, high support” kind of leader—I love to give people ownership and space to lead, but I also think structure, accountability, and check-ins are what keep us from dropping balls or burning out.

I try to pay attention to emotional undercurrents—what’s happening beneath the surface—not just getting the tasks done but caring for the people doing them.

I believe in clear expectations, healthy boundaries, and communicating early and often. (I’m a big fan of the “Hey, just checking in…” kind of message.)

And yes, I’m willing to make hard calls when needed—but I always want to do that with compassion, curiosity, and a clear sense of the bigger picture.

One small story that captures some of this: when I was leading Vineyard Kids, once all the check-ins were handled and the classrooms teachers had plenty of support, I’d try to just be present—spending time with kids and volunteers, asking questions, laughing together, and honestly, learning alongside them. Because let’s be real—kids say the most theologically profound things. I learned so much about Scripture by sitting on the floor and listening.

6. Do you intend to continue the church’s recent commitment to transparency, victim-centered care, and trauma-informed leadership?

Yes—absolutely. This is non-negotiable for me.

I believe transparency, victim-centered care, and trauma-informed leadership are more than just best practices—they’re core to the gospel. Jesus brings hidden things into the light, restores dignity, and rebuilds trust.

A trauma-informed church is a safer, more Jesus-like church. And while we’ve taken some good steps in that direction—like offering trauma-informed training to our staff and community, updating our safety and security policies and creating more options for reporting concerns—it’s still just the beginning.

There’s more work to do at every level: staff, leadership team, council, and our whole community. We need continued and ongoing growth in listening well, responding with integrity, and building systems that prioritize safety, accountability, and healing.

7. What systems will you put in place to ensure disclosures of abuse are handled responsibly and without delay?

When someone has the courage to share an experience of abuse, our response needs to be immediate, responsible, and full of care. So first, I would maintain and continue to promote the reporting hotline we currently have—making sure it’s accessible, well-known, and easy for anyone in our community to use.

Second, I would continue our practice of involving qualified, outside third parties when serious allegations arise—organizations like PAVSA, First Witness, or law enforcement—so that things are handled with the proper expertise and impartiality. As pastoral staff, we’re all mandated reporters, and that responsibility is something we take very seriously.

Third, I’d continue updating our safety and security policies to make sure they reflect best practices and current legal standards. We want those policies to be publicly available, easy to understand, and regularly reviewed. In fact, I just updated the Vineyard Kids safety and security policy this January, and that kind of work will keep happening across all ministry areas.

Ultimately, we want to be a church where people know they will be believed, supported, and safe. And that means having systems in place that shape how we operate, how we train our teams, and how we show up for each another.

How will you support survivors who come forward, especially if the allegations involve current or former leaders?

When everything came to light involving the Gatlins, I was the pastor who received the initial calls from survivors. I listened to their stories, I prayed with them, and I offered support in appropriate and trauma-informed ways. I will continue to show up for survivors in that same way.

First and foremost, every disclosure has to be taken seriously—regardless of who is named. That means listening without judgment and offering care that’s led by the survivor’s needs, not by a preset formula. Every person’s story and experience of trauma is different, so our response has to be both pastoral and flexible.

That includes immediate care, prayer, and when needed, referrals to trusted trauma-informed counselors. I also believe it’s crucial to remove conflicts of interest, so that outside professionals can be part of the process, and survivors aren’t put in a position where power dynamics get in the way of healing or justice.

Communication is a huge part of this. Survivors deserve clarity—about what to expect, what steps will be taken, and how they’ll be supported. That means no secrecy, no gaslighting, and no protecting reputations over people.

And when allegations are substantiated, appropriate action needs to be taken. That may include removing a leader from their role—whether that’s a current staff member or someone from the past. We can’t afford to protect systems or individuals at the expense of someone’s safety or dignity.

8. What role do you see transparency playing when it comes to leadership accountability?

Transparency is absolutely essential when it comes to leadership accountability. Without it, trust is difficult to build—and without trust, we can’t be a healthy church.

I think transparency means creating a culture where feedback is not just tolerated, but actively welcomed—from every direction. That includes anonymous channels like our hotline. And just to clarify, that hotline isn’t only for reporting suspected abuse—it can also be used for sharing any concerns about staff or leadership decisions. It’s one of the ways we make sure people have a safe space to anonymously speak up.

Transparency also means naming mistakes when they happen, and clearly communicating when changes are made—not in a performative way, but with humility and honesty. I think people would much rather hear, “Here’s what we’re learning and here’s why we made this change,” than feel left out or confused by decisions.

And finally, I think church governance—especially during seasons of transition—should be easily understandable and clearly communicated to our community. People shouldn’t have to guess what’s happening or who’s making which decisions. My commitment would be to keep that process as open and clear as possible, while honoring confidentiality and care as is appropriate.

Will staff receive training in trauma-informed care—and how will you evaluate whether it’s being applied?

Absolutely—trauma-informed training for staff is a huge priority. We’ve already started this with help from Trisha Taylor at The Leader’s Journey, and I hope we can invite her back here before the end of the year.

My plan is to partner with trauma experts to provide regular, ongoing training. We’ll also build trauma-awareness into each stage of staffing, including onboarding, supervision, and regular feedback.

To make sure this training is actually being applied, we’ll evaluate through a mix of staff reviews, community feedback, and outside assessments. For example, we’re currently working with an external HR consulting firm to make sure staffing roles are clear and that our HR practices support a healthy, safe culture.

At the end of the day, the real signs of success will be how our staff culture and leadership decisions reflect safety, healthy boundaries, and compassion. Those are the things that show trauma-informed care is actually lived out.

Financials

I'm really grateful for this question because financial integrity is foundational for trust and health in the church.

In addition to my pastoral role, I serve as the treasurer for my kids’ soccer club, where we have full transparency—every transaction is tracked, explained, and shared with families. That experience has really shaped how I view financial accountability.

At Duluth Vineyard, we already have strong systems in place. Anyone can ask questions or request more information at any time. That openness is something that’s really valuable.

The church council—not the lead pastor—oversees the budget, and that shared accountability is really important. I also believe in transparency around things like staff compensation, major financial decisions, and inviting the congregation to help hold us accountable to wise stewardship.

I want to help foster a culture of integrity and trust, where people know that what we do with money reflects who we are and what we believe.

What are the most important issues affecting our community? (Duluth Vineyard and/or the Twin Ports area)

There are a number of important issues that impact both our church and the broader Twin Ports community.

Safe and affordable housing continues to be a huge need. I’m really grateful that our permit passed so we can continue hosting Safe Bay here at the church. Fun fact: last year, 12 families participated in Safe Bay—and 11 of them were placed in permanent housing. That’s incredible. We get to be part of that kind of impact, and that’s something to celebrate.

Childcare is another major issue. Many families struggle to find affordable, accessible options. We’ve hosted two daycares in our Vineyard Kids space over the years, and we continue to prayerfully look for ways to support that need with what we have—whether that’s space, partnerships, or advocacy.

There’s also the growing burden of healthcare costs. I’ve had conversations with folks in our church who are making heartbreaking decisions—like whether to pursue the care they need because of the financial implications. That is terrible.

And we can’t ignore that Duluth is a racially segregated city. As a church, we have to keep learning what it means to love our neighbors in culturally and ethnically appropriate ways. That means listening well, and creating a space where every person feels seen, valued, and welcomed as they are.

These are big challenges—and I believe the church is meant to be a place of healing in the midst of them.

How do you see the role of the Vineyard in the Duluth community? What is your vision of bringing the light of Christ to those outside our church walls? How would you like to lead our church in its CHUM partnership? What is your vision related to beyond Duluth missions?

When I think about the role of the Vineyard in our city, I don’t picture us spotlighting everything we do. I see people showing up, week after week, in small, quiet ways that often go unnoticed—but make a real difference.

We have a small group baking muffins and delivering them to families in government-supported housing—just to build relationships, meet basic needs, and be a consistent and caring presence. We have a prison ministry team transcribing sermons and writing letters back and forth with folks who are incarcerated. We have people going downtown in all kinds of weather to talk and pray with folks on the streets. We have someone in our church quietly delivering groceries, showing up at Laundry Love, and living out God’s kindness in deeply practical ways—again and again. I think that’s what Jesus meant when he said not to let the left hand know what the right hand is doing,

And we also have folks serving in leadership roles across our city—in nonprofits, in education, in business and government—bringing the Kingdom wherever they go, not to be seen, but simply because it’s who they are. We have someone here tonight who leads in a major way in our city and is constantly considering how to bring the kingdom in the complex and tricky world that is local politics.

So when I imagine how we bring the light of Christ outside our walls, I picture subtle, faithful acts.

My vision for outreach is this: that the Vineyard would be a place where we help one another pay attention to the nudges of the Holy Spirit. That we’d equip and encourage each other to say yes to small, daily acts of compassion. That we’d be a people who follow Jesus into the margins, one conversation, one kind word, one faithful, generous act at a time.

And beyond Duluth—I believe in being locally rooted and globally minded. I’d want us to stay connected with mission partners who are living and serving in other parts of the world and find ways we can support them relationally and practically. We currently have missions partnerships in Turkey, Rwanda and Nigeria and we will continue to support them.

What would you like to see happen in your first 100 days in this new role.

In James 1, there’s this beautiful little invitation: Be quick to listen, slow to speak, and slow to become angry. Honestly, I might print that out and hang it in my office. Because that’s the posture I want to take in the first 100 days.

I’d want to begin with a lot of listening—conversations with staff, leaders, volunteers, and people across our community. I want to hear what’s been heavy on people’s hearts, what they’re dreaming about, and what needs repair.

One of the most immediate priorities would be to right-size and humanize workloads—especially for staff who’ve been carrying a lot for a long time. Burnout recovery and organizational health don’t happen overnight, and I’d want to start creating space for people to breathe again.

I’d also keep moving forward with the cultural work we as a staff have started—clarifying how we communicate, how we make decisions, and how we hold power with humility and accountability.

If you’re hoping for big, sweeping changes in the first 100 days, you may not see them right away—not because change isn’t needed, it’s because I think lasting change starts with patient, Spirit-led listening. And I want to make sure we’re establishing really healthy roots before we focus on producing amazing fruit.

I believe if we care well for our relationships and our systems early on, healthier rhythms and renewed vision will grow from there. My hope is that the first 100 days lay the foundation for greater trust, deeper healing, and a clearer sense of where the Holy Spirit is leading us next.

If you are chosen as our next lead pastor, how could we support you in your new role?

Respect healthy boundaries

Love not just me but my family.