VICM Board Report January 2011

Victory

Inner-city

Ministries

Board of Directors Meeting

January 2011

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Agenda for January 22, 2011

VICM Board of Directors Meeting

Pre-meeting: Review of reports and documents

11:00-11:05 – Prayer and introduction – Chairman Bird

11:05-11:10 – Approval of reports as written (this does not mean that you agree with everything in the

reports but that you are accepting them as the reports for the various areas.)

11:10-11:30 - Current Board Membership review: Election of 5 (five) board members for the seats

currently held by Roger Price, Rick Jones, Ruth Shaw, Dr. Michael Williams, and Dan

Boardman(resigned) from the ballot approved by the Governance Committee.

11:30-12:00 – Break for Lunch and informal discussion

12:00-12:30 – Board Development Materials

Discussion of the Board’s role in fundraising

Goal: Tools, stories, and events that can help you as Board members be confident in helping to

fund the mission and vision of VICM

12:30-2:00 – Review of the overall ministry “work plan” – our priorities, objectives and action steps

2:00-3:00 – Review of the VICM Budget and budgeting process

• What are our ministry priorities?

• Are our priorities reflected in where we are spending our money?

• How are we going to make up the current deficit?

Goal: Change the current way we are budgeting to make things clearer and more realistic with regards

to our use of current funds. Approve the new budget format, and a revised budget.

3:00-3:45 – Break, move, tour the new building (Steve)

3:45-4:30 – VICM/Victory Chapel/Spanish Church relationship

• How will Steve being the director of HPM interact with his role as pastor and Director of

Keystone Urban Institute?

• Continue to clarify the relationship.

Goal: Keep the ministry growing together, as a healthy family. Give direction to the Executive

Director.

4:30-5:00 – Wrap up time: Resolutions from any previous discussion, unfinished business.

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Victory Inner-city Ministries, Inc. Board of Directors

Title Name Address Occupation Term of Service

Chairman Dr. Mark Bird Cincinnati, OH Professor of Theology at God’s Bible College, Cincinnati, OH. Director of Adult Distance Education Programming

July 2003 - January 2012

Vice Chairman Roger Price Indianapolis, IN Stone Carver, Owner - R. G. Price & Sons, Indianapolis, IN

January 2005 - January 2011

Secretary Dr. Stephen Gibson Indianapolis, IN Pastor of Victory Chapel, Indianapolis, IN June 2007 - June 2011

Treasurer Daniel Boardman Sheridan, IN Owner - Culture Lighting, Indianapolis, IN July 2006 - June 2011

Member Dr. Mark Roark Indianapolis, IN Doctor of Optometry, Owner – Allisonville Eye Care

January 2005 - January 2012

Member Richard Jones St. Louis, MO Pastor of Faith Community Church (Crusaders), St. Louis, MO

January 2010 – January 2011

Member Ruth Shaw Indianapolis, IN Retired, Social service; Chairman of Indy Asset East Development


Member Dr. Michael Williams Westfield, IN Professor at Indiana Wesleyan University, Academic Dean at Union Bible College, Westfield, IN


Executive Director Eric Himelick Indianapolis, IN Executive Director of VICM Inception – Present

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Candidate for the VICM Board of Directors

Instructions

Each board member will receive a ballot and will select five names from the list of

nominees. When any nominee receives at least 2/3 majority vote, that nominee is elected

and removed from the list of nominees. Subsequently, Board members will select from

the remaining nominees, a number equal to the number of positions remaining to be

filled. This shall continue until all five Board positions have been filled from the nine

nominees.

Nominees

Jeremy Baker

John Whiteman

Marc Dodrill

Maurice Roll

Michael Williams

Rick Jones

Roger Price

Ruth Shaw

Steve Heskett, Jr.

Summary of non-Board nominees

Jeremy Baker has been involved with our ministry since the beginning. As a former

school mate, I have had the opportunity to view Jeremy in a variety of situations. While

many people may not see it, he works tirelessly behind the scenes to do the work that

never gets lauded. He would be a tremendous “work horse” for this board and could

carry out a variety of responsibilities with great attention to detail. If approved, it is

possible that he could serve to replace Dan Boardman who has resigned. I would value

his input at the Board level. He does not say much, but when he speaks, it is with the

power of a keen mind and a willing heart.

John Whiteman has extensive experience with our ministry and brings a unique

perspective as our first former missionary. I miss his input, and I value the spiritual and

experiential contribution that he would make to our VICM Board discussions. He is

solid, conservative, has a strong relationship with our work, and would make a great

addition to our Board of Directors.

Marc Dodrill is the vice chairman of the ICHA, a long time pastor/church planter, board

member of FEA, and donor and friend of this ministry. He brings a wealth of knowledge

and experience to our board. He served for five years previously and made a great

contribution to the board.


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Maurice Roll is a Pilgrim Holiness pastor in Bicknell, IN. He has a variety of

experiences in his background. He is a solid, conservative, outreach-minded pastor who

is familiar with the challenges that we face. He would bring a quiet, humble, spiritual,

common sense approach to Board service.

Steve Heskett, Jr. is the former head of home missions for the ICHA, a graduate of UBC,

and a long time friend of VICM. His visionary perspective and connections within our

movement combined with his fervent heart and love for God make him someone that

would make a good board member and a great team player. His camp has hosted our

youth for the past two years, and Becca Stratton, our pastor’s wife, is a result of his

ministry efforts. I think that Steve is someone that we should seriously consider for

Board service.

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Top Twenty Picks for VICM Board of Directors

Marc Dodrill 70 K,I

Maurice Roll 65 K,S

John Whiteman 63 K,S

Steve Heskett, Jr. 60 K,I

Dan York 55 K,S

Gabe Norris 45 S,K

Andrew Durst 42 S,K

Joe Reimann 35 S,K

Dean Hirschy 32 S,K

Jeremy Baker 30 S,K

Duncan Prior 28 S,K

Greg Rose 25 S,K

Lenonard Sankey 20 I,K

Wayne Zwicky 18 K,S

Gary Ickes 15 S,I

Mike Avery 15 I,K

Brian Line 14 S,K

Dennis Joslin 12 K,I

Joel Wegner 10 S,K

Danny Flowers 10 S,K


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Top Five Summary

John Whiteman has extensive experience with our ministry and brings a unique

perspective as our first former missionary. I miss his input, and I value the spiritual and

experiential contribution that he would make to our VICM Board discussions. He is

solid, conservative, has a strong relationship with our work, and would make a great

addition to our Board of Directors.

Jeremy Baker has been involved with our ministry since the beginning. As a former

school mate, I have had the opportunity to view Jeremy in a variety of situations. While

many people may not see it, he works tirelessly behind the scenes to do the work that

never gets lauded. He would be a tremendous “work horse” for this board and could

carry out a variety of responsibilities with great attention to detail. I would value his

input at the Board level. He does not say much, but when he speaks, it is with the power

of a keen mind and a willing heart.

Greg Rose is one of the most unique individuals I have ever met. His keen mind, love for

God, desire for truth (at the expense of the party line), fiscal conservatism, and ability to

think outside the box would make him a welcome addition to this Board. We need a guy

like Greg who will challenge us to think, to evaluate, and to consider all the options. He

worked with us on the Stranger Project a few years back, and I know that he has a heart

for this ministry. I would like to recommend him to you as a potential Board member.

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Minutes of Board Meeting July 2010 Present: Mark Bird, Ruth Shaw, Michael Williams, Eric Himelick, Dan Boardman, Roger Price, Rick Jones, and Stephen Gibson Marcos Garcia reported for his congregation. He plans to leave the church, possibly next June. Attendance is approximately 30. A motion was passed to accept submitted reports, to be discussed for content later. There was discussion of whether or not elected officers should remain in position. No action was taken. Eric presented material about board policies. Several members expressed that board discussions need to be more thoroughly summarized in the minutes. Rick Jones, upon Dan Boardman’s suggestion, attempted to determine by scent whether or not his tea was sweetened, but ultimately resolved the question by taste. It was voted that the ministry develop a board handbook that includes bylaws of the organization, including ethical code of conduct, whistleblower policy, conflict of interest, and retention and destruction of documents policies (Drawn from Legal Responsibilities of Boards pages 57-72). Gibson reported for Victory Chapel and Keystone Urban Institute. Eric led a discussion regarding the future direction of VICM, including how much investment to put in Indianapolis compared to leaving that to the local congregation while investing more in recruiting for a variety of places. The board visited the former American Legion building, then five members viewed a building at the corner of Parker and Tenth. Resolved that the VICM board would support the concept of Victory Chapel and IES securing a permanent location. This resolution does not guarantee further financial commitment from VICM. The board discussed budget changes, which included a salary increase for Marcos from general fund and a salary for Peter which would depend on support designated. The new budget was approved with the understanding that the treasurer and executive director will be given authority to adjust as needed to meet the constraints of financial realities.


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The board discussed qualifications for missionaries with VICM. Eric affirmed that we are firmly a conservative holiness organization. Mike Williams suggested courses with KUI. Roger Price suggested required reading and questioning regarding doctrinal beliefs. Dan Boardman asked if there would be requirements of competency. Eric mentioned World Impact’s tests on character, competency, and calling. Roger emphasized that love for people and effectiveness might not be measured by competency tests. Eric was asked to put together a plan for approving missionary applicants and submit it in a future meeting. Resolved that the lease not be renewed at the current location of Victory Village Shoppe, and that the executive director give notice to the owner, and that contents be cleared from the building before the lease expires. Resolved that we designate $2,500 to buy a property for the CDC. Resolved to adjourn.

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Teleconference in August, 2010 There was discussion of the new building purchase, and over the delay of the board being notified of the decision. Motion passed: To authorize Eric to apply for a line of credit of $5,000 as soon as a budget is prepared showing that the money can be paid back within 12 months. Teleconference in October, 2010 The board discussed whether or not to accept the Craigsville campground. The decision was to table the issue for now. Teleconference in November, 2010 The Board discussed the schedule of the Executive Director. Teleconference in December, 2010 The Board discussed the agenda items and date for the January 2011 meeting.

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Victory Inner-city

Ministries

Executive Director’s

Report


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Victory Inner-city Ministries, Inc. The Report of the Executive Director

To The Board of Directors January 2011 Report

December 22, 2010 Dear Fellow Board Members:

Thank you for your support of the work of Victory Inner-city Ministries. As we continue to clarify our strategy and vision, our mission and purpose remain clear – to make Christ visible among the urban poor. Breaking the cycles of poverty, changing the worldview of hopelessness, and building God’s shalom in these dark places. This is not a short work or a simple matter. It will require wisdom and reconciliation of God’s grace. It will require the investment and support of God’s people.

Why should people give to the work of VICM? What is it that we are doing or will do that will fundamentally make a difference worth supporting? Up to this point, we have made the case that our city ministry (in Indianapolis) is the reason people should give. People should give to support our outreach efforts in this particular inner city. While we are still raising funding for the ministry in Indianapolis, we are now going to support, develop, and promote the larger cause of city ministry nationally. Many small struggling city ministries don’t have the platform for promotion, nor do they have the time to invest in extensive deputation. If VICM could help to develop these ministries and the leaders who lead them, we could greatly expand the number of people being impacted for Christ by these local city ministries. Our goal as an organization and as a Board would be to find ways and means to expand the work of city ministry wherever we find it.

The Overall Ministry

In the past few years, Victory has focused exclusively on Indianapolis. As our vision has broadened, we see many directions we could go, but we want to seek God’s direction and to keep our vision clear. Our dream is to help plant urban ministries in other cities, and we have made some effort to recruit a team to plant a church in Detroit. However, at this point, God has not supplied the key leaders necessary for that vision to become a reality. We still hope to launch that work when God shows that it is His time.

What God seems to be providing already are relationships with many other outreach-oriented ministries that need support, encouragement, and development. Teams are already doing the work of urban outreach in many different places. A little investment in these places could go a long way towards developing the city ministry movement of the future. If God is sending us these opportunities, perhaps that is where we should put our time and energy.

Joe Reimann is an inner city pastor of the five-year-old New Life Bible Methodist Church in Price Hill, a particularly rough area of Cincinnati, OH. He is not officially connected to VICM, but he is a great example of the kind of opportunities that God is opening to us. He was VICM’s first intern (2004). He is a direct result of our vision and ministry philosophy. Recently, Joe asked if I would take time to mentor him, and I agreed. During the past few months, we have taken time to meet, think through the issues he and his church are facing, and


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hopefully provide some positive input to move his ministry forward. The challenge of leading a small, urban congregation through the twists and turns of development is no small task. While I’m no expert, God has given me some experiences of my own as I have walked this path and so I have some things to share.

Increasingly, I believe that VICM should focus on assisting existing city ministry partners, reaching across denominational boundaries to build up the Body of Christ, fulfilling our mission of “making Christ visible among the urban poor.” VICM will continue to recruit team members for future works in other places, but our primary focus at present will be on establishing the church among the urban poor by supporting urban churches and church planters within our holiness movement. How should we do this? What does that mean? Here are a few key ways that VICM could serve the cause of urban ministry:

• Training: offering city ministry training seminars, classes and events that will seek to equip, edify, and encourage growth within each city ministry through Keystone Urban Institute. Developing a city ministry bibliography and urban ministry library is also another way that we can help.

• Evangelizing: Bringing teams of evangelists, small or large, to a city and helping out for a few days or a week could be a real “shot in the arm” for some city ministry efforts.

• Coaching: One-on-one counseling, collaboration, and advice could help each church to see what God has given them and how those pieces might fit together to reveal God’s wisdom in their context.

• Leading: Providing Urban Leadership Development to develop leaders at all levels of the urban church – pastors, elders, teachers, and church planters. Providing leadership training and accountability to the main leaders will help to create “cultures of leadership” within each congregation.

• Writing: writing books and developing resources on key urban issues will be one way that we can continue to serve these partner congregations.

• Informing: developing media materials to raise awareness within our movement of the urban mission field and what we can do to reach it.

• Marketing: getting the word out about all the good things that are going on in the cities. Publicity in articles, newsletters, (and eventually a radio program) could raise the exposure and awareness of each city ministry work, thus helping everyone. We could also develop collective marketing materials to promote city ministry in general and thus each work in particular.

• Networking: Planning periodic city ministry events (e.g. monthly teleconferences, bi-annual retreats, City Summit events) where we bring people together for networking, encouragement, inspiration, and training. Victory Acres could eventually play a large role in being a place of hospitality where city ministry leaders (as well as people in need of help) could find space to talk, to listen, and to grow.

• Recruiting: city ministry workers are needed to help in each of these partner locations. Plugging people into existing works makes sense. This will strengthen each work and develop leaders for the future.

• Advocating: When the bay is filled, all the boats are raised. Advocacy with denominations, foundations, or even individual donors could provide more “leverage” for each local ministry, a larger direction and purpose that could lead to more resources for each work individually. One struggling, little city ministry isn’t nearly as convincing as a

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city ministry movement with strategy, personnel, resources, vision, and marketing materials.

We would work with individuals and organizations from within the Conservative

Holiness Movement. VICM may or may not agree or endorse every action or position taken by each person or congregation, but we would not be a denomination or even an association. We would simply push city ministry and outreach forward in these different places through the relationships we form and the leaders we develop.

Victory Acres will be closely connected with that purpose by providing a place for prayer, rest, and reflection for inner city workers. It will also be a place for periodic training events for groups involved in city ministry. The farm will also provide a place of recovery for people each city ministry might be working with.

As Executive Director, my role would be to push this agenda forward. I would focus my efforts on building a “coalition of the willing” and then leading this group forward. I would continue to travel to represent the ministry and raise money. I would also make time to develop Victory Acres as a resource (i.e. network, write grants, develop funding options, etc.)

In time, the city ministry movement partners that we develop (as well as others who would come to us along the way) would provide the engine for planting in new locations. Besides being a more realistic approach to planting in new places, it also would provide a much broader base of support for launching future works. For now, we will continue to develop as an organization to help meet the challenges faced daily by our partner pastors and congregations and to make Christ visible among the urban poor. Because of our history and travelling, there are many people from across the holiness movement coming to Indianapolis to see the ministry or participate in some way. There are many youth thinking about working with a city ministry. There are people with renewed interest in funding works like ours. There is no need for us to keep all of that to ourselves. As people come to us, we can move them to work with the city ministries that we serve, strengthening them and building for the future. As we continue to develop resources, training materials, and team members, God will use us to strengthen struggling city ministries and eventually to plant new works in other places.

Victory Chapel

Victory Chapel has made a significant step in getting the new building. Moving from East 10th UMC to our new location at 2909 E. 10th St debt free was a God thing. However, the congregation is facing some significant challenges: a move, a new service format, a new position for Pastor Steve as Director of Holiness Pilgrim Mission, and VICM not having the General funds necessary to deliver the $1,000 per month subsidy, are a few of the things that are challenging Victory Chapel. Without careful leadership, the core congregation is in danger of losing heart and drifting away. While the team is not in immediate danger, there seems to be (from my perspective) a drift in overall morale among the core group. This trend could continue to be exacerbated by Pastor Steve being away even more and the seeming leadership vacuum that this will create.

While the new evening service format is great for working with children and youth, it has all but eliminated other aspects of ministry. For instance, several people who attended the regional house churches are not attending in the new format. While Sunday morning is now

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more of a worship service for workers, there is limited transportation available and thus fewer “outside people” attending. Overall attendance has suffered from the changes. Pastor Steve and Stephanie are doing a great job with the time and tools that they have. We need to encourage them and lift them up in prayer daily. My assessment of the situation is that there is not enough of them to go around; the current situation is unsustainable, and without some changes, there will be major problems ahead both for Pastor Steve and the congregation.

The Spanish Church

The Spanish Church is facing the fight of its life. While several new people are attending including one key young couple, Adam and Esther Price, there are several problems on the horizon. With Marcos planning to leave, the congregation as a whole has great doubt about its future. There is not the connection between the Spanish and English church for Pastor Steve to be able to help fill the leadership void. While they would be happy to have me as their pastor, I can’t commit to this with my current schedule of responsibilities. Bringing in a pastor from the outside is the most logical solution, but with the congregation as non-committal as they seem to be, I’m hesitant to put a pastor (or VICM) in that position. Jorge and Dorcas Garcia have been attending Bro. Tim Stewart’s church on the Westside as well as our congregation. They have been offered an opportunity to start something there. It is possible that if they do, and we have no one that they deem adequate to fill the spot at IES that they will take the remainder of the congregation with them. We will be left without a Spanish church. There has been a whole row of misunderstandings. The Spanish church sees the inequity with which we handle them and Victory Chapel. I have tried to visit the congregation at least once every two months, but due to scheduling conflicts (on both ends) that has not always happened. I have given Marcos great latitude (perhaps too much) in dealing with the church and various internal issues. He has used up his credibility with the congregation and is done before he is finished. The situation in Indy is difficult for him; there is a family component and it is always difficult to pastor extended family. I think that he will do very well somewhere else. I am currently encouraging him to go to either Chicago (Tom Reed) or St. Louis (Rick Jones.) I know he will be a blessing wherever he goes though I hate to see him go. We face a giant challenge here, and if we don’t step very carefully, we will be without a Spanish congregation in short order.

Victory Community Development Corporation

VCDC is making slow progress. It will primarily be a tool for the congregations of Victory Chapel and the Spanish Church. Peter has been doing some work at Victory Acres, learning from the farm how and when things should be done. Strengthening this connection is a step forward. If Peter can build VVS and Indy Urban Farm as the inner city connection for Victory Acres, it will offer us more opportunities for ministry both at the farm and in the city. We have finally figured out that we can’t do everything, and that we should focus on our “core competencies.” For us, that means working in the area of agriculture. Victory Village Shoppe can sell items grown by or relating to agriculture. Indy Urban Farm can use our empty city lots to grow a variety of good food creating some good work.

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If properly managed, VCDC has the potential to be a huge boost to Victory Chapel. It has the ability to be a means of discipling people as we work with them. It also has the potential to increase the giving of Victory Chapel by employing more parishioners, thus leading to tithing and giving by those people.

VCDC: Victory Village Shoppe

We have revised our format and moved our operation into our new building at 2909 E. 10th. Things are progressing. Peter is currently selling VVS merchandise at the Winter Farmer’s Market downtown. We have the store front, and we are developing the new work space on Tuxedo St. as a CDC headquarters. We have yet to pay the $2,500 we committed towards the purchase of this location, but we may be able to take care of this through grant funds. Richard M. Fairbanks foundation came through for the third year of funding ($15,000). We will have a site visit in the near future for them to get a sense of the new and revised work that we are doing. However, to have $15,000 of capacity building grant funds without the overhead that we had before, puts the whole operation in a different light. With work and time, VVS has the potential to be a powerful force for good. Peter is doing a good job with the limited amount of time that he has to commit to the operation. While working part time at another job, he plans to spend time developing the agricultural connections and developing growing options.

VCDC: Indy Urban Farm

It’s a new name for something we’ve already been doing for the last two years. We have a few inner city lots where we are growing various vegetables and teaching inner city kids about growing things. There is huge potential here! Indy Urban Farm has the ability to get grants, do work, and open doors that very few other things can. It also fits well with what we are already doing. I look forward to telling you more about our progress on this in the next few months.

Victory Acres

In the recent issue of Victory News, I answered the question, “Why a Farm?” It outlines why I believe that Victory Acres is an important part of our overall mission and vision (see appendix.) Developing Victory Acres as a resource for VICM will be an integral part of our ministry’s future. However, good things come at a cost. Victory Acres has run a deficit the past two years primarily due to the large amount that we have invested in capital expenditures. We do should consider investing in some of the various aspects of Victory Acres in the short term to relieve the financial pressure.

We are currently paying interest on a loan for the trailer where our family is currently living, a Lowes Card with costs of renovations on the farm house, and a softener system. These payments are actually in my parents names and should refinanced or paid off by the ministry as soon as possible (approximately $15,000 total.) My father is currently a full-time volunteer at Victory Acres. The only way that we are making it is that he is not taking a salary. He is not getting any younger, and I’m not sure how long he will be able to continue in his current position. I am looking for (and believe that I’ve found) the right person to take his place or at least to work with him. However, we do not

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currently have a housing option available for them on the farm. The farm could provide ample opportunity for them to be able to “generate a salary,” but we have to get them here and in order to do that we need housing. Without some help from the larger ministry, the farm is in a catch 22. We need (the right) people to start enterprises that will generate more income and fulfill our vision, but we can’t get the help (people) that we need without having some money to build the infrastructure necessary to house them. At some point, the farmhouse will become available, but until then, we need to develop other housing options. Is the Board willing to back the building of a house/building that would provide more housing options at the farm?

Donations and Giving

Please see the appendix for a three year financial summary.

We need development at the Board level in this area, and we will spend some training time thinking in this area. Please review the Fearless Fundraising Materials in the appendix.

Promotion

I had several goals for the past six months which I proposed as benchmarks. Here is how

we are doing: • I spoke and/or represented the ministry in 61 services and/or events during the past six

months. My goal for the coming six months is 30. • Reconciled sang in 7 services in the last six months. Our goal for this coming six months

is 6 services.

• We mailed three issues of Victory News during the past six months. Victory News has been very well received. One issue introduced our new Community Development Corporation, one issue focused on Victory Acres, and one issue was our year end overview.

• Our website has added more material, and we are now on Facebook as well.

• We spent some time and money developing two more videos that will be used on our website and in DVD format to promote the concept of city ministry in general and to recruit city missionaries for the future. We plan to finish this series (three so far) of 4 short videos entitled, “City Ministry is…” sometime this next spring. Duncan Prior has been very helpful in advancing this project.\

• I have plans and material for a book, but because of a lack of follow through, I have yet to complete it. Not being a high priority, I am shelving this project for now.

Board Governance and Development

I would like for our board to take special notice of the appendix materials on Board Financial Responsibilities. We will take considerable time in this meeting going over a new budget and budget format.

We also will have the responsibility of coming up with a new Treasurer, as Dan Boardman has resigned after serving for the past four years as our Board Treasurer. We should think deeply about how to replace him. Having someone responsible and reliable tending the books is an absolute necessity! I would recommend that Englewood Community Development’s

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bookkeeping service be employed to help us with this and that we have someone (like Jeremy Baker) who could serve as a volunteer treasurer, paying bills, writing checks and doing the basics of treasuring. The book keeping service would take care of keeping our records straight, generating financial statements, etc.

Personal Goals

From a recent newsletter article:

You may wonder how we spend our time now that we aren’t living in Indianapolis. It’s a valid question. You are supporters, and we want you to know what you are funding. What does an Executive Director do, anyway? Without trying to sound like we are tooting our own horn, I’d like to answer that question. I have taken a look at a recent three-month period and dissected where we spent our time. That task was somewhat labor-intensive, but it was also instructive. This analysis does not include our family time, personal activities, and other “incidentals” along the way. Here is the breakdown of each major category.

Netw orking: Time w ith

ministry supporters and

other ministry leaders

Communication: Preparing

Messages, Public Speak-

ing and Teaching

Mentoring: Time w ith City

Ministry leaders and fu-

ture leaders

Administration: Planning,

developing, and w riting

Teambuilding: Meeting

and w orking w ith our

VICM team leaders

Travel: Getting to ser-

vices and ministry related

events

Category of Work Three month

total Weekly Average

(hours)

Networking: Time with ministry supporters and other ministry leaders

250 20.83

Communication: Preparing Messages, Public Speaking and Teaching

140 11.67

Mentoring: Time with City Ministry leaders and future leaders 80 6.67

Administration: Planning, developing, and writing 132 11

Teambuilding: Meeting and working with our VICM team leaders 53 4.42

Travel: Getting to services and ministry related events 91 7.58

Total 655 62.17

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Our average effective pay rate is $7.73 per hour, and we are very thankful for God’s

provision. We believe that giving ourselves to this work full time is what God wants us to do, so we

have made ourselves available. For the past eight years God has provided through friends like you. The work of speaking, mentoring, writing, teaching, networking, and administrating often leads to a very hectic schedule. (In one week during the period I analyzed we spent 100 hours in ministry-related work.) Frequently, people think that we are “going on vacation again” when we leave for yet another ministry trip. There are fun moments along the way to be sure, but often it is stressful and exhausting to take our family of six on the road yet again. We travel to represent VICM and recruit future ministry leaders even when the official purpose is to be “youth camp speaker” or something else. We tell the story wherever we go as we are seeking to drive the message home and the city ministry movement forward.

Our vision of city ministries popping up in other places will only become a reality as people are recruited, relationships are cultivated, leaders are trained, money is raised, and a plan is developed. This is a very tall mountain to climb, and we can’t do it alone. We need friends like you all along the way to help us carry the burden. Some of you have done that faithfully over the years, and we thank God for you. Some of you have done that periodically when the load has been particularly heavy. While you may not be able to the inner city, you have partnered with us so that we can. As we have climbed the mountain, many of you have carried the burden of funding the operation.

Our support has decreased as we have moved to the farm, and I’m not completely sure why. Perhaps the perception has been that we aren’t as involved or that we are off doing “other things.” Nothing could be further from the truth; it’s important work, and we do it diligently and daily. The truth is that we can’t continue to do this work without the support of people like you.

Even if you can’t give, would you pray with us that God would touch the hearts of people who can give? We are not afraid to find additional employment, but this work will not do itself. It is the work that God has given us, and we will do it as long as He provides the means to do so.

If you want to know more details of how our days, weeks and months are being spent, we would be happy to share with you. Our lives are an open book, and while we rarely put those details out there, they are always available for the asking.

Conclusion

VICM can be a powerful influence for good in the coming years. I want us to move solidly and intentionally towards the vision of a strong, interconnected network of city ministries. We are recognized as a leader in the area of city ministry. People are looking to us for leadership, and I believe that it is our place to be prepared. God has brought us to the Kingdom for such a time as this; may we be faithful with the opportunities that He places in our path. Your brother,

Eric Himelick Executive Director

18

Victory Chapel

Pastor’s

Report


19


Victory Chapel Pastor’s Report to VICM Board

January, 2011

Building Purchase

Our search for a church building ended when our offer for the facility at 2909 E. Tenth was accepted. The purchase price was $20,000. We began a campaign to raise the purchase price with the goal of not having to borrow. We sent out colorful letters, made phone calls, and presented the vision to the congregation. Several people put the news on facebook. We kept a running total with an image of a thermometer on the website. We closed the deal on September 17. With the help of outside donors and the congregation, we were able to pay without borrowing, partially because of the tax proration, which we will have to pay back later. The building is approximately 6,800 square feet. It has two front doors, set up to be used as two storefronts. The CDC will be using the east entrance and front rooms as an office and display area. They are contributing $500 per month toward building expense. There will be a residential area of three bedrooms. We do not intend this to be a permanent home for anyone, but to serve as short-term quarters for interns and visiting groups. There is a large kitchen, and a large room beside it that can serve as a fellowship area. The west entrance opens into a lobby, then there is a hallway with rooms on both sides. Those rooms will make three classrooms, four offices, a nursery, and two bathrooms. At the end of the hall is the sanctuary, measuring 1500 square feet.

Building Renovation

We began renovations even before the closing day, and were in the Methodist church only two Sundays after closing. Our first service in the new building was October 3. Our dedication service was the following Sunday, October 10. We have maintained friendly relations with the Methodist church and have used their building for some special occasions since moving. Building improvements have included the following: Taking out several loads of debris


20


Painting the front façade and window frames Replacing a large broken window in the front Purchasing large canvas signs for both congregations Dismantling and removing a platform not adequate for our use Removing ruined carpet from the sanctuary Priming and painting paneled walls in the sanctuary and other rooms Painting ceilings, sealing stains, and replacing broken ceiling tiles Removing a partition to make a larger classroom Removing rotted paneling from two outer walls, reframing and drywalling Repairing leaking plumbing throughout the building Removing floor tiles and installing carpet in several rooms Smoke-damaged pews were donated by a church in Anderson. We made three trips to haul them here; then our congregation spent some evenings cleaning them. Two pianos were donated. Altars were provided. We have an organ that has not been tried yet. Improvements still needed: Repair and/or supplement the boiler heating system Action: we have professionals currently working on this. Repair broken and sunken concrete across the back of the sanctuary Action: a company has offered to do this as a donation Install appliances in the kitchen Action: a stove and refrigerator has been provided, others still needed Finish painting and cosmetic repairs throughout the building Action: progress is being made on this every week Replace tile in hallway floor, replace hallway ceiling and lighting Action: waiting for money

Relationship between English and Hispanic Congregations

The Hispanic congregation moved into the building with us one month after we moved. We invited them to make it their church home with us, not as renters but as a sharing congregation. In order to avoid establishing a landlord/renter relationship, we did not set an amount for them to contribute. They have not yet contributed to the ongoing expenses, but have offered to pay for a project that is part of the renovation.

Change of Service Schedule

For more than four years, we did not have junior church separate from congregational worship. Our Sunday morning began with separate classes; then everyone went into the sanctuary for worship.

21

The problem that developed was that the more successful we were in our outreach to children, the less successful we were at having morning worship. Our services were always a struggle against chaos. There was also the difficulty of preaching pastoral messages to a congregation made up of so many that either needed to be evangelized or to hear teaching at a child’s level. Those who needed pastoral preaching were too busy during the service to hear it. We also found that children from many households were easier to get for evening events than for morning services, because the adults in the house do not get up in time to get the children ready. Our solution was to switch Sunday school to the evening. We run vans at that time to pick up children, and concentrate our evening program on children and youth. Our morning service still has many teenagers in it, but they are able to be attentive. The families of the congregation enjoy our morning service much more than before. Our former attendance is now split between morning and evening. In the morning we often have around 40. In the evening we have many of the same ones, plus classes of children that can number 30-40.

Grant Potential

The report has been turned in for the grant that we have completed with Indianapolis Center for Congregations. We hope to apply for another grant they offer which is more general and could apply to renovation. It is a matching grant totaling $30,000.

Interns

We have had several inquiries from prospective interns. One from Hobe Sound has applied and been approved so far.

Van Purchase

We bought a Ford 12-passenger van from grant money. The brown van is in bad condition, and is being retired from passenger service. It is being given to Victory Acres.

Holiness Pilgrim Mission

I have been selected by the board of Holiness Pilgrim Mission to serve as mission director. It is an unpaid position that does not involve full-time travel for ministry or representation. My tasks of promoting that ministry will be mostly through letters and various media. The job will involve annual trips to the fields, which are Haiti, the Dominican Republic, and Ukraine. Our team at Victory Chapel will be prepared to conduct the ministry during my absences.

22

Keystone Urban Institute Director’s Report to VICM Board

January, 2011 In August we offered the seminar, “Contemporary Approaches to Urban Ministry” in Indianapolis. We will be teaching the same course at GBS in March. In May, we will be teaching the course at Allegheny Wesleyan College. The work of developing the courses we offer is ongoing. If you have not looked at the KUI website, please see KeystoneUI.org.

23

Treasurer’s

Report


24


25

26

27

28

29

Supporting Documents

and

Appendix


30


31

32

33

34

35

36

37

38

39

40

41

42

43

44

45

46

47

48

49

50

51

52

53

54

55

56

Notes from VICM retreat

Victory Inner City Ministries

Priority Objective Action Step Person

Responsible

Date

Plant the Church

in the city

Planting a Church

in Detroit MI

Begin recruiting

people to be on

church planting

team for Detroit

Eric H Postponed

until a key

leader is

found.

Provide

leadership for a

city ministry

movement

1- develop

relationships with

city ministry

leaders- present

and future

2- Victory News

3- City Summit

Provide

Resources and

support to

existing and

future city

ministries

We have decided

to shift our focus

a little and make

this a main

priority

Spend time with

existing inner

city pastors and

be a support to

them

Eric

Develop the

interchurch

connections for

recruiting

ministry teams

and church

planters

Have meetings

with potential

leaders in other

cities

Meet and Spend

Some time with

Gabe Norris

Eric 9/19-9/20

Ongoing

Train and

Develop Leaders

Training KUI- Steve

VICM Important/Not Urgent List

� Write Articles on and about city ministry

� Develop recruiting tools for inner city ministry

o A short dvd on “why city ministry is missions”

o A short dvd “intro to urban ministry”

o Ads for publications

� Begin to raise a “war chest” for outreach to other cities

� Identify key urban ministry partners

� Make personal contacts to key partners

� Develop relationships with future urban ministry team members

o Current city ministry leaders (Gabe Norris, Joe Reiman, Duncan Prior, Andrew Durst,

Rick Jones, Robert Booth, Rodney Keister, Tom Kiser)

o Bible college students at UBC, GBS, Penn View, Hobe Sound, Allegheny, Crossroads,

IWU, Anderson, and Taylor


57


o Others that will come through marketing effort

� Develop a plan (step by step) for planting the next ministry in another city

o Personnel plan

o Facilities plan (campus design)

o Financial plan

o Networking plan

o CDC plan

o Church plant plan

� Read books on city ministry/Community Development

o Bibliography

58

Victory Chapel

Priority Objective Action Step Person (s)

Responsible

Date

Worship and

edification in

the

congregation

Worship music Get and set up a

projector

system so

people can see

the words to the

songs we sing

Pastor Steve

Peter Casalino

Fall-09

COMPLETE

Maintenance of

established

doctrine

Commissioning

of people to

evangelize and

disciple

Outreach in the

community

Plan a day for

the fellowship

to do outreach

in the

community

Pastor Steve

Support of

pastors

Support of

missionaries

Relief of

members in

need

Gleaners

Program

Discipline of

members who

fall into sin

Baptism and

the Lord’s

Supper

Baptism

ceremonies and

Communion

Plan a Baptism

ceremony

Pastor Steve

Nurture of

believers in a

Christian

Community

59

Victory Community Development Corporation


Responsible

Date

Support the

vision of VC

Set up VC

visioning

session for

VCDC

Provide

employment

opportunities

for the people

of VC

Develop

agricultural

employment

program at

VVS

Community

Development

a. Get the

Shoppe

sustainable

b. Indy Urban

Farm

c. Stranger

Project

a.

b. Finish

IMAGINE

grant purchases

(tools), work on

promoting

raised bed

gardening and

community

gardens to the

VC

congregation

come up with a

plan to compete

70 s oxford

Peter, Rocco

Peter, Rocco

Peter

Develop Tools

and resources

that will help

people to “build

their dreams”

as private

Work on a

“library” for

our gardening

resources for

the community

to be able to

60

enterprise in a

way that will

benefit the

body of Christ

partake in

To demonstrate

the wisdom of

God to the

world through

the Church at

work

using

volunteers and

using that as an

opportunity to

lead people to

Christ

VCDC Important/Not Urgent

� Get the organization set up (complete check list)

� Set up Victory Chapel visioning session for VCDC (church board)

� IMAGINE purchases completed (life together money)

� Come up with a plan to use volunteers, help from the church and community in practical ways that

will “move the ball forward”

� Market for volunteers

o Other organizations, like Shepherd, Rebuilding the Wall, Civic Association, Task Force,

Etc

o Internet (research)

o Outside partners- GBS, Penn View, Crossroads

61

Victory Village Shoppe


Responsible

Date

To be

sustainable

Develop Indy

Urban farm

resources

To be a

neighbor to the

Victory Chapel

Community

a. “Grow

Local”

campaign

b. Events for

community (ex:

Christmas at

the Shoppe)

To guide

people to

Victory Chapel

a. Flyers from

VC to

Customers

b. People from

Victory Chapel

to work

regularly at the

Shoppe

To provide

sustainable

employment

and

entrepreneurial

opportunities

for the Victory

Chapel

Community

(especially the

household of

Faith)

a. work with

IUF to create

jobs for folks at

church in need

of employment

62

Spanish Church (IES)


Responsible

Date

Develop as a

church (be the

church)

a. Have a

church board

b. Have a

church Budget

c. Resolve

conflicts with

VICM

b. Come up

with church

budget to

present to

VICM board

c. Eric meet

with IES Board

and Victory

Board to help

solve conflict

IES Church

board

Eric

Victory Board-

9/2/09

Spanish Board

9/30/09

Disciple

Believers in the

congregation

a. Sunday

School

b. Bible study

a. Children’s ss

class

Nov 2011-

complete

Win people to

Christ

a. Regular

times for

witnessing

Reach out to

new people

a. sell items at

shoppe/

Spanish help at

Shoppe

b. develop

Spanish church

flyer

Build

intercultural

relationships

with VICM

(especially

Victory Chapel)

a. Combined

Spanish/

English

services

b. Combined

Events

(Thanksgiving,

baptism, etc)

a. Have a

combined

service once a

month

b.

Thanksgiving

63

Urban Institute


Responsible

Date

Recruit, train,

and empower

future city

ministry team

members

a. develop 5

classes

Support the

vision of VICM

for reaching the

top 50 U.S.

cities by

church-planting

and community

development

Develp the

academic

network and

network of

practioners

needed to train

students

thoroughly in

the proper

approach to city

ministry

Developing

media resources

(ex: books,

DVDs, etc)

a. Intro to city

ministry

b. topics in

urban ministry

64

Victory Acres


Responsible

Date

To support the

Vision and

work of VICM

(including

Victory Chapel)

a. provide a

retreat are for

Indy and other

cities in the

future

To provide a

place of

healing,

wholeness, and

restoration to

balance the

strain of city

ministry, to

preserve our

city

missionaries

a. provide a

retreat center

for inner city

ministries

a. get cabins up

and running

build a bridge

across the creek

dig a fishing

pond

come up with

some other

recreation

options

(baseball field,

etc)

To develop

healthy

rural/urban

partnerships

a. Have a place

for inner city

families to

vacation

b. provide a

place for young

people to see

what lies

beyond the city/

learn hard work

To develop

social

enterprises that

will help to

financially

support future

city ministry

efforts

Raise beef,

hogs, etc

To demonstrate

the wisdom of

Christ in agricu.

65

Victory Acres Important/Not Urgent List

� Develop Comprehensive, long term goals for the farm

o Ministry goals

o Agricultural goals

� Recruit dedicated support personnel with a sense of mission and commitment

o Danny Flowers, Keith Himelick, Tim Robertson, Jeff Rose, Sam Stratton, Robert Beaubian

� Develop infrastructure

o Clear out past issues with grant co (assessors office and permit office)

o Build long term housing options (rental, cabins, and camp sites)

o Wells and septic updated to adequately service area and future

o Ponds/streams developed for fishing

o Electric options such as wind and solar developed

� Develop relationships

o Community at large- chamber of commerce

o IWU (John Buntain) president, TV and radio people

o Taylor University- Brandle, Voss, Rothrock, Provost

� Develop rural/urban partnership

o Put together a list of items that VVS could sell/market for victory acres (what would it take

to make it happen?)

o Find city connections that put money toward farm projects

66

VICM BUDGET

(spreadsheet works better if data is only entered in shaded areas)

DATE

GENERAL CHAPEL IES SHOPPE ACRESHIMELICK KING GRANTS TOTAL

SUMMARY

Revenue 59600 0 11000 28400 69800 27000 6000 5000 206800

Expenses 38703 0 6250 7700 54075 26625 6750 2000 142103

NET 20897 0 4750 20700 15725 375 -750 3000 64697

DETAIL

Revenue

Donations 53,000 11000 17000 8000 25000 6000 5000 125000

Program Revenues 9000 57000 66000

Other (Rent, Revivals, Etc) 6600 2400 4800 2000 15800

Total Revenue 59600 0 11000 28400 69800 27000 6000 5000 206800

Expenses

Salaries

Eric Himelick 6000 21000 27000

Marcos Garcia 5500 5500

Jen King 2400 6000 8400

Farm Help 17000 17000

Other 6000 2000 8000

Total Salaries 8400 0 5500 6000 17000 21000 6000 2000 65900

Payroll Taxes 1050 750 1000 2125 2625 750 0 8300

Travel and Food

Mileage 10000 1600 11600

Fuel 2000 2000

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VICM BUDGET


DATE


Food 3000 800 3800

Lodging 750 600 1350

Total Travel and Food 15750 0 0 0 0 3000 0 0 18750

Promotional Expenses

Brochures and Flyers 6000 500 6500

Design Work 1500 1500

Video Production 1200 1200

Total Promotions 8700 0 0 0 500 0 0 0 9200

Supplies

Office Supplies 300 300

Postage 1500 1500

Total Supplies 1800 0 0 0 0 0 0 0 1800

Rent Expense 0 0 0 0 0 0 0 0 0

Loans

Contract for Deed 18000 18000

Trailer Mortgage 3000 3000

Other 0

Total Loans 0 0 0 0 21000 0 0 0 21000

Insurance

Vehicle 700 700 1400

General Business 3000 3000

Total Insurance 3000 0 0 700 700 0 0 0 4400

Maintenance

Vehicle 400 400

Page 2 of 368

VICM BUDGET


DATE


Equipment 1 4000 4001

Building 4000 4000

Grounds 2000 2000

Total Maintenance 1 0 0 0 10400 0 0 0 10401

Utilities

Gas and Electric 2200 2200

Telephone and Communication 1 150 151

Total Utilities 1 0 0 0 2350 0 0 0 2351

Other Expenses

Benevolence 0

Fees and Service Charges 1 1

Seminars and Training 0

Dues and Subscriptions 0

Miscellaneous 0

Total Other Expenses 1 0 0 0 0 0 0 0 1

Total Expenses 38703 0 6250 7700 54075 26625 6750 2000 142103

Net Surplus (Shortfall) 20897 0 4750 20700 15725 375 -750 3000 64697

Page 3 of 369

Victory Acres AgriculturalVictory Acres AgriculturalVictory Acres AgriculturalVictory Acres Agricultural Internship Internship Internship Internship Internship Objective: The Objective of our short-term agriculture internship is to acquaint the student with the basic principles of farming, teach the elementary principles of agriculture, and build character through good work in a healthy environment. About the Interning Organization: Victory Acres, a non-profit farm with a Community Supported Agriculture program, is a ministry and place of hospitality operated by Victory Inner-city Ministries. Operating on the same 114 acres that has been Himelick Farms since 1893, Victory Acres is currently in its sixth year of CSA operation. Interning Organization’s Mission: Provide Good work and Good food raised the way that God intended. Semesters interns are needed: March through October Number of Interns needed: Two long term interns (March through October) and ten, one month minimum, short term internships. Start Date: March 2011 for long term interns; June 2011 for short term interns End Date: October 31, 2011 for long term interns; August 31, 2011 for short term interns Hours per week: Up to 50 hours per week for long term interns; 40 hours per week for short term interns Stipend: Housing, food, and $75 per week for long term interns; $250 stipend for completion of the one month internship period. Academic Qualifications: None. Desired skills and qualifications: Students particularly interested in alternative agriculture. Strong work ethic; ability to take and follow orders; physical stamina and endurance are a plus. Description of intern responsibilities: Planting, cultivating, harvesting, and washing vegetables. Feeding, watering, and tending livestock. Working with CSA members, other interns, and volunteers to accomplish daily farm tasks. Location: Victory Acres, 5275 S. 800 E., Upland, IN 46989 Intern Sponsor: Terry Himelick, Farm Manager Interested students should contact: Eric Himelick, Executive Director at: [email protected] or (317) 331-0119


70


71

Victory Acres Monthly Budget - 2010-2011

Expense Category Growing Season Actual Numbers Projected

2007-2008 2008-2009 2009-2010 2010-2011

Seeds $1,977.05 $3,200.59 $2,234.52 $2,500.00

Livestock $472.95 $1,249.13 $1,797.42 $1,200.00

Feed $385.42 $2,362.51 $2,572.94 $2,600.00

Salaries/Wages $1,721.57 $17,396.00 $16,475.78 $15,500.00

Taxes $2,208.27 $4,341.78 $3,319.72 $4,700.00

Meals (included with labor) $0.00

Fuel $320.61 $1,517.18 $2,630.90 $2,600.00

Travel/Other $500.00 $0.00 $0.00 $0.00

Promotion $367.48 $91.49 $460.88 $500.00

Office Supplies $0.00 $768.63 $298.79 $350.00

Mortgage $21,334.00 $20,000.00 $21,300.00 $18,000.00

Insurance $318.00 $704.25 $965.00 $965.00

Vehicle Maintenance $217.84 $497.26 $300.00 $340.00

EquipmentMaintenance $5,960.47 $4,363.92 $6,040.57 $5,500.00

BuildingMaintenance $1,700.43 $5,126.68 $8,223.05 $5,000.00

Greenhouse $6,831.03 $182.47 $905.65 $500.00

GroundsMaintenance $1,776.28 $2,225.55 $3,017.44 $2,500.00

Cabins $2,100.00 $0.00 $0.00 $0.00

Gas/Electric $893.66 $2,188.16 $2,408.22 $1,400.00

Phone $0.00 $0.00 $179.94 $179.94

Memberships/Subscriptions $10.00 $157.00 $0.00 $50.00

Miscellaneous $404.66 $827.69 $1,800.32 $1,000.00

Contingency $0.00 $0.00 $0.00 $3,164.20

$49,499.72 $67,200.29 $74,931.14 $68,549.14

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July August September October November December

Seeds $2,000.00

Livestock $400.00

Feed $216.67 $216.67 $216.67 $400.00 $430.00 $430.00

Salaries/Wages $2,200.00 $2,351.00 $1,500.00 $500.00 $0.00 $0.00

Taxes $330.00 $352.65 $225.00 $75.00 $1,200.00 $0.00

Meals (included with labor)

Fuel $300.00 $300.00 $300.00 $250.00 $250.00 $50.00

Travel/Other

Promotion

Office Supplies $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Mortgage $1,500.00 $1,500.00 $0.00 $0.00 $1,500.00 $1,500.00

Insurance $81.00 $81.00 $81.00 $81.00 $81.00 $81.00

Vehicle Maintenance $0.00 $0.00 $0.00 $0.00 $28.00 $29.00

EquipmentMaintenance $0.00 $0.00 $0.00 $0.00 $458.00 $459.00

BuildingMaintenance $0.00 $0.00 $0.00 $0.00 $417.00 $417.00

Greenhouse

GroundsMaintenance $200.00 $200.00

Cabins

Gas/Electric $500.00 $100.00 $100.00 $100.00

Phone $15.00 $15.00 $15.00 $15.00 $15.00 $15.00

Memberships/Subscriptions

Miscellaneous $83.00 $83.00 $84.00 $83.00 $83.00 $84.00

Contingency $260.00 $260.00

$4,725.67 $4,899.32 $2,921.67 $1,904.00 $5,022.00 $5,625.00

Projected Livestock Income -$200.00 -$200.00 -$100.00 $500.00 $7,575.00 $775.00

Projected CSA Income 2500 3000 2800 10000 $3,000.00 $8,000.00

-$2,425.67 -$4,524.98 -$4,746.65 $3,849.35 $9,402.35 $12,552.35

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January February March April May June July August September October

$500.00

$400.00 $400.00

$430.00 $430.00 $430.00 $430.00 $430.00 $430.00 $430.00 $430.00 $430.00 $430.00

$0.00 $762.00 $1,688.00 $1,826.00 $2,288.00 $2,292.00 $1,931.00 $2,351.00 $1,500.00 $500.00

$0.00 $114.30 $253.20 $273.90 $1,543.20 $343.80 $289.65 $352.65 $225.00 $75.00

$100.00 $150.00 $150.00 $150.00 $300.00 $300.00 $300.00 $300.00 $300.00 $250.00

$100.00 $100.00 $150.00 $150.00

$30.00 $30.00 $30.00 $30.00 $30.00 $30.00 $30.00 $30.00 $30.00 $30.00

$1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00

$81.00 $81.00 $81.00 $81.00 $81.00 $81.00 $81.00 $81.00 $81.00 $81.00

$28.00 $28.00 $29.00 $28.00 $28.00 $29.00 $28.00 $28.00 $29.00 $28.00

$458.00 $458.00 $459.00 $458.00 $458.00 $459.00 $458.00 $458.00 $459.00 $458.00

$416.00 $417.00 $417.00 $416.00 $417.00 $417.00 $416.00 $417.00 $417.00 $416.00

$500.00

$200.00 $200.00 $250.00 $250.00 $250.00 $250.00 $250.00 $250.00 $200.00 $200.00

$100.00 $100.00 $100.00 $100.00 $100.00 $100.00 $100.00 $100.00 $500.00 $100.00

$15.00 $15.00 $15.00 $15.00 $15.00 $15.00 $15.00 $15.00 $15.00 $15.00

$50.00

$83.00 $83.00 $84.00 $83.00 $83.00 $84.00 $83.00 $83.00 $84.00 $83.00

$260.00 $260.00 $260.00 $260.00 $260.00 $260.00 $260.00 $260.00 $260.00 $260.00

$4,351.00 $5,228.30 $6,296.20 $6,050.90 $8,183.20 $6,590.80 $6,171.65 $6,655.65 $6,030.00 $4,426.00

$775.00 $775.00 $775.00 $775.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00

$3,000.00 $2,600.00 $7,000.00 $2,500.00 $10,000.00 $6,000.00 $2,500.00 3000 2800 10000

$11,976.35 $10,123.05 $11,601.85 $8,825.95 $12,142.75 $13,051.95 $10,880.30 $8,724.65 $6,994.65 $14,068.65

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November December 2011 Growing Season Fiscal Year 2011 Total

$2,500.00 $2,500.00

$1,200.00 $1,200.00

$430.00 $430.00 $2,600.00 $4,490.00

$0.00 $0.00 $15,500.00 $15,407.00

$1,200.00 $4,700.00 $4,711.05

$0.00

$250.00 $50.00 $2,600.00 $2,600.00

$0.00

$500.00 $500.00

$30.00 $30.00 $350.00 $180.00

$1,500.00 $1,500.00 $18,000.00 $15,000.00

$81.00 $81.00 $965.00 $972.00

$28.00 $29.00 $340.00 $227.00

$458.00 $459.00 $5,500.00 $3,667.00

$417.00 $417.00 $5,000.00 $3,334.00

$500.00 $500.00

$200.00 $0.00 $2,500.00 $1,800.00

$0.00 $0.00

$100.00 $100.00 $1,400.00 $1,400.00

$15.00 $15.00 $179.94 $180.00

$50.00 $50.00

$83.00 $84.00 $1,000.00 $1,000.00

$260.00 $260.00 $3,164.20 $2,080.00

$5,052.00 $3,455.00 $68,549.14 $61,798.05

$14,450.00

$3,000.00 $8,000.00 $60,400.00

$12,016.65 $16,561.65

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Your Gift will help fund…

A Functional Victory Chapel Building

While the new building at 2909 E. 10th Street is completely paid for, it is in need of updates to make it sufficiently usable. The first and perhaps most important concern is the heating system. It will potentially take several hundred dollars to fix the existing system. In order for us to use the building, we need to be able to make these repairs as soon as possible. Several other important updates include plumbing, drywall, kitchen appliances, and flooring. Total estimated cost for these basics: $10,000

Farm Fresh Food for Inner city Families

Many inner city families can barely afford the rent and other survival basics. Because these families don’t have the money to eat well, the children many times end with a variety of health problems directly related to their diet. Giving $400 to our share a share program will provide a large family with weekly fresh fruits and vegetables throughout the 22 week season. Share a share also supports the good work that Victory Acres is able to do at the farm. It’s a win-win! Our goal this year is 15 shares for families: $6,000

A Safe Summer of Learning for Inner city Youth

Our Summer Youth Program help keep children and youth doing something productive during those critical summer months. Not only does it get them off the street, it also teaches them valuable life skills and lets them earn a little money. Our Youth Agriculture Program runs for 10 weeks, June through August. God is revealed through nature, but also through the close relationships that the staff develops with the young people. While we receive grants that help with the costs, more funding means that we are able to do even more. Our goal for this summer is 25 youth. Cost: $3,000

Trained, Equipped College-age Workers

Ask any ministry what their greatest need is, and it won’t be money. The greatest need is people - caring, competent, spiritual workers. VICM has a golden opportunity to plant the seeds that will grow into future city workers – internships. Internships in the inner city can be life-changing. Internships can lead to students to work in urban areas that desperately need their talents. But interns cost money: housing, food, and a small stipend. Our goal for 2011 is six interns. At $500 per intern, that comes to $3,000

Growing City Ministries throughout the United States

Capacity building resources and targeted development dollars for new and existing city ministries could provide the shot in the arm that many struggling city ministries need. God has put us in relationship with many city ministries. As we assist them, they are able to do the work of city ministry in many more places and more effectively. Help us kick off this effort with our very first Urban Ministry Development Fund. Goal: $3,000


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Implementation Grant Final Report vs1 4.16.09 1

Indianapolis Center for Congregations

Life Together Implementation Grant Final Report Please discuss these questions with your Life Together team and/or your governing body so that they reflect a group response rather than an individual one.

Congregational Information

Name: Victory Inner-city Ministries, Inc.

Address: P.O. Box 11151, Indianapolis, IN 46201

Phone: (317) 506-3373

Website: www.vicm.org

Project Director Name: Eric Himelick/Steve Gibson

Phone: (317) 331-0119/ (317) 752-7157

E-Mail: [email protected]/[email protected]

Amount of Grant: $30,000 Date issued: May 2008

Briefly describe what you did during the implementation phase of Life Together. What projects were achieved through the use of grant funds?

During the implementation phase of Life Together we were constantly acting and evaluating. The

process for us was a very dynamic journey. The core team involved in implementation started meeting on

a weekly basis, and then we would bring everyone together for quarterly retreats – times of discussion and

evaluation on our progress.

Here are the projects achieved through the grant funds:

-- Hiring a Fundraising and Development Consultant to help us with Grant Writing and our overall

fundraising plan. We learned a lot, and several grants were funded as a result of this investment. We also

were able to start using Etapestry, a web-based funding program for non-profits. This has helped us

immensely with our ability to track existing donors and develop potential donors. ($6,345)


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-- Hiring Englewood Community Development Corp. as our Community Development Consultant was

key to training Peter Casalino, our newly installed Executive Director of our newly formed CDC. The

time that they spent with us, and the lessons that we learned over the past year were invaluable. ($15,000)

-- Purchase of Urban Agriculture supplies for our Urban Agriculture ministry through our CDC was key

to getting things growing. ($9,307)

-- Purchase a new 7,000 sq. ft. facility on East 10th Street sufficient to house Victory Village Shoppe, our

Hispanic Congregation, Victory Chapel, and our new CDC. ($20,000 total; $11,000 in grant funds)

-- Purchase Church Media systems for both congregations to use ($2,963)

-- Start the development of a congregational retreat center at Victory Acres through the materials to

renovate immediate housing options for working interns ($8,000), and purchase of trees ($1,300).

-- Funding additional trips, training, and print resources including an urban ministry library, an urban

agriculture library, and books on board development..

-- Funding for additional retreats for the team to evaluate our overall progress and discuss the latest

developments in the process.

How did what you accomplished differ from what you intended to do? Explain the challenges and reasons for the shift.

A lot of our challenges centered around our seeming inability (at first) to be able to raise the funds

necessary for the match. We were constantly battling with the reality of a lack of funding, but that ended

up being helpful. It led us to ask, “What do we have?” rather than saying, “What do we need?” As we

began to take a more asset based approach, we began to see that the way that God has shaped our

congregation is different than most. We have a farm. We have agricultural “core-competencies” (in the

middle of a neighborhood where it is easier to find a gun than a head of lettuce.) Nutrition, discipleship,

community development, and evangelism all come together in our growing community gardens. As we

began to see it, we changed our plan to fit that shape. More money for Urban Agriculture supplies were

matched by grant funds from other sources in that same area.

We originally thought that purchasing the renovating the Victory Village Shoppe building would be

important to our future, but we could not seem to make that work. No other funding sources appeared

and borrowing money for our little group was not an option. As we worked and waited, a building option

emerged and one that was perfect for our purposes. We were able to raise the money necessary for this

project quickly (in less than a month.) People gave to something that they could see and a goal that was

attainable ($20,000.) We closed with cash and are currently renovating as funds become available. Not

renting (previously $1,650 per month for two locations) also made our ongoing expenses much more

sustainable.

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We had originally thought that we could get use a woodmill and some consultants at Victory Acres,

but as time went on, we realized that there were other things that we needed to do before we arrived at

those steps. The immediate need was housing for the interns and volunteer help that we needed to be able

to accomplish more work. We shifted focus to accommodate the reality that became clear with more

investigation and information. Because Victory Acres has cash flow, these were funds that they were able

to match from the farm’s budget allowing us to use other matching dollars that we were able to raise for

other items.

Tell us about a best moment in your implementation process.

Some of the best moments in our implementation process came in our rowdy discussions at the

quarterly meetings. The back and forth, give and take of our team wrestling with the reality and the issues

became a lot more like a family as the process went along. We learned a lot about each other. We prayed,

thought, worked, and planned at a whole new level.

I think one of the best moments for me was in the October 2009 retreat when Hank and Johanna

Voss of World Impact were able to join our team for a time of training, insight, and consulting. They

asked our team to use the book Strength Finders 2.0 to evaluate the strengths of everyone on our team. We

made a game of trying to guess everyone’s top 5 strengths, and then one-by-one each person revealed the

results of their strength test. I’ve never forgotten the excitement of that night, realizing what a powerful

group of people God has put together at Victory Inner-city Ministries gave me a whole new appreciation

for the team that God has given us. We stayed up late that night sitting around the camp fire talking about

it, and still hardly a week goes by that I don’t refer back to that list.

We had some incredible times at King’s Ranch, a place of hospitality for Christian ministers and

groups like ours, and through that we learned the power of hospitality. It inspired us to see the potential

that Victory Acres has as a place of healing and ministry. Incidentally, we checked on King’s Ranch for an

upcoming retreat, but it is now under new management. The prices have gone out of sight, and it seems

to be more of a business than a ministry, so we held our last retreat at Victory Acres and are making plans

to expand our operations there to serve in the future.

What has your team and congregation learned about acting strategically?

While we have learned a lot about acting strategically, I think the most important thing we learned

was that you can’t always anticipate the direction that God’s Spirit may take or the doors that God may

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open. We remained flexible and prayerful. We focused on what we had rather than what we needed. We

worked hard to use well the resources that God entrusted to us.

There were several things we never could have anticipated. Several things went right. A sudden

$9,000 donation from a man in Las Vegas whose only connection to us was a Christian brother in

Oklahoma who dearly loves our ministry. A 7,000 sq. ft. building where we were the first offer and the

agent was instructed to take the first offer. Those are God things.

We learned a lot about follow through. Making a plan is one thing, but then putting people in

charge and holding them accountable is another.

Discuss your plan for evaluation, as submitted in your implementation grant application. [You can copy from your application.] Describe what you are learning from this evaluation. Include whether or not your evaluation plan has been altered.

From application: “In the short term, we hope to be able to generate a significant increase in

overall unrestricted funding for our congregation, so that we have more energy to put into developing

mission rather than employing desperate measures. To help us build the capacity to do what we are

already doing with more resources. In the long term, we hope that these changes will put us on the

road to being a mission-sending urban congregation, sending missionary teams to plant churches in

other cities that will serve the urban poor.

We will evaluate everyone by the standard of progress which they will have helped to set for

themselves. They will help to set their individual 3, 6, 9, and 12 month goals, and they will be

evaluated using their goals as a benchmark. The Life Together team will evaluate each area and each

person in a quarterly retreat.”

The quarterly evaluations of each person’s area of work was helpful for accountability. We were

able to generate more unrestricted funds, cut costs (not renting) and build capacity by developing the CDC

and adding urban agriculture opportunities.

What planning processes is your congregation continuing to use? How and when will your governing body know to begin another planning process? We plan to continue to quarterly retreats and work plans that the Life Together process set in

motion. We recognize that strategic planning and acting for us will be a constant and ongoing process.

This process was the catalyst, but it has changed our congregation’s culture. We can’t go back. For us, the

Life Together Process of continuing to add to our history, assess our current situation, and see the next

mountain peak, something that has permanently changed our organization.

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Please provide a complete financial report of what you spent and match these expenses to your proposed budget as found in your implementation grant application. Use the form below.

Final Budget Form If you need more space, you may create your own form as long as it follows this format!

Column A Column B Column C

A. Life Together Implementation Grant: $___________

(The amount ICC provided your congregation)

B. ½ of actual grant eligible expenses $___________ C. Subtract line B from line A $___________ If line C is a positive number, please refund that amount to the Center for Congregations. If line C is a negative number, no refund is owed.

Item Grant Eligible Budgeted (from your

implementation grant)

Grant Eligible Actual

Non-Grant Eligible Actual

Sub-Total

Total Expense (Columns B & C: Grant & Non-Grant Actual)

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5

Please use this form to list and evaluate the resource(s) you used for your Life Together implementation process. The information you provide will help us in serving other congregations. Name of Resource (please include contact information)

What did the resource do for your congregation?

Would you use this resource again? Yes/No?

Your comments about this resource. Please indicate your level of satisfaction: 1 = Very low to 5 = Very High

Writing to Win

Stacie Harting-Marsh [email protected] 317.490.6132

Helped us with the development of a grant plan and writing several grants.

Yes Stacie did a great job. 5

Englewood CDC Mike Bowling (317) 639-1541

Helped to train our new CDC Yes Englewood was invaluable 5

Etapestry www.Etapestry.com

Helped to get us organized and advance our donor management

Yes Great help 4

King’s Ranch www.Kingsranch.cc

Provided lodging for several of our retreats

No It was great while it lasted, but not an option anymore

5 then 1

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6

83

6

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