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INTERNATIONAL INSTITUTE OF CHRISTIAN DISCIPLESHIP
Equipping members for Global Mission and Outreach
General Conference Sabbath School and Personal Ministries
Community Services & Urban Ministry Certification ProgramModule Syllabus & Teaching Notes
CS 04 Ministry Development & Strategic Planning
2 contact hours
Developed by May-Ellen Colón, Ph.D.Assistant Director, General Conference Sabbath School & Personal Ministries
and Gaspar Colón, Ph.D.Professor of Theology
Washington Adventist University
©2011 General Conference of Seventh-day Adventists®
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Table of Contents
PageForward . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . 3
Module Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Textbooks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Student Requirements for the Module . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Outline and Notes for the Module . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
I. Relationship of Your Church With the Community. . . . . . . . . . . . . .
. . . . . . . . .6
II. Condition of Church Within. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . .11
III. Social Ministry Types. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . 14
IV. Social Ministry Styles . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . .22
V. Ministry Partnerships. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . 25
VI. A Strategic Plan to Implement Your Ministry Program. . . . . . . . .
. . . . . . . .26
VII. Writing a Mission & Vision
Statement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
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Summary Application Exercise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45
Source of Further Enrichment and Equipping. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49
Reference Books and Extra Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49
Forward
What is International Institute of Christian Discipleship (IICD), and how this module fits in the IICD Community Services & Urban Ministry Curriculum:The International Institute of Christian Discipleship (IICD) is a component of the General Conference Sabbath School and Personal Ministries Department. IICD is an umbrella under which various types of training can be offered online that will fit within the purview of religious education, church leadership, global mission, and outreach. This module contains teaching notes and an accompanying PowerPoint presentation that instructors anywhere in the world can adapt and present to locals who desire to be better equipped to serve their communities. However, these modules are not restricted to teachers. Anyone can read the notes and learn much about community service. For more information, go to www.sabbathschoolpersonalministries.org, and click on Personal Ministries and then on International Institute of Christian Ministries.
This module is part of the curriculum for the International Institute of Christian Discipleship (IICD) certificate in Community Services & Urban Ministry. This curriculum lays the groundwork for community-based ministry, whether it be from a local church or from a nonprofit organization.
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The North American Division Nonprofit Leadership Certification Program (NLCP) provides the coursework for further study in community-based ministry, which goes into greater depth, detail, and breadth. Certification at this level consists of attending classes for approximately 50 contact hours, spread out over two separate entire weeks. For more information go to www.communityservices.org.
Module DescriptionEvery church or church nonprofit organization is called to be salt and light for its community in Jesus’ name (Matthew 5). This high calling demands an intentional strategy that the entire church or nonprofit organization helps to formulate. This module presents important considerations and a process for developing a program and strategic plan for holistic community-based ministry, and may be adapted to each culture where it is used. It focuses on the local church as the base of operations, but can be adapted to the outreach of a non-profit organization.
How to use the module materials:Module Syllabus and Teaching Notes: This material contains the talking points for your presentation, which are structured around the accompanying PowerPoint slides.
PowerPoint slides: The slides help reinforce the talking points, and are closely coordinated with them.
PowerPoint slide handouts: If possible, it is helpful for the students to have a copy of the PowerPoint slides (3 slides/page) with lines to the side of them to take notes. Application Exercise handouts: A “Church Strategic Planning Process Worksheet” will be used. An optional summary application exercise
handout entitled “Assessment Data from Clarksville, Maryland”
is also available to be used in small groups toward the end of the module.
Materials you will need for your presentation:* Module Syllabus and Teaching Notes * The PowerPoint presentation.* “Church Strategic Planning Process Worksheet” for each student* If possible - Handout format of the PowerPoint presentation – 3 slides/page
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* “Assessment Data from Clarksville, Maryland” handout (optional)
Module Objectives
At the conclusion of this module participants will:(Know)
Associate the relationship of the condition of their church to its effectiveness in working with the community.
Be able to strategize applying the four social ministry types (Relief, Individual Development, Community Development, and Structural Change) to the felt needs in a community.
Be able to describe social ministry styles (Settlers, Gardeners, Shepherds).
Demonstrate how to propose potential program/ministry ideas based on community assessment data.
Understand the basics of developing a strategic plan and mission and vision statements from which to implement their church’s/organization’s community-based ministry program.
(Feel) Appreciate the importance of ministry partnerships with the
community, and of working toward a balanced service to their community, using the four social ministry types.
Accept the challenge of enabling all departments of their church to unitedly respond to the needs of their community in an intentional way.
Demonstrate commitment to developing a strategic plan and mission and vision statements for their community-based ministry.
(Do) Write mission and vision statements. Express their beginning steps toward developing a strategic plan to
implement their church’s/organization’s community-based ministry program.
Textbooks/Articles
Churches That Make a Difference, by Ronald J. Sider, Philip N. Olson, & Heidi Rolland Unruh, Grand Rapids, Michigan: Baker Books, 2002.
Understanding Your Community, Version 2, by Monte Sahlin, Lincoln, NE: Center for Creative Ministry, 2004.
May-Ellen Colón, “How to Be a Good Farmer—Even in a City,” Elder’s Digest, January-March 2011, pp. 27-29.
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(Also this article is online where this curriculum is found—under CS 04. Additionally, there is a series of articles based on this article. Go to www.sabbathschoolpersonalministries.org. Click on Adventist Community Services/Articles and Media/Elder’s Digest Series: 10 Commandments for Developing an Effective Community-based Ministry.)
Student Requirements for the Module
11. Attend all the classes and participate in the group activities.11. Read Churches That Make a Difference and “How to Be a Good
Farmer—Even in a City” in Elder’s Digest. Become acquainted with Understanding Your Community, and the resources/tools it contains.
11. Write a short essay that answers the following questions:a. What Strengths, Weaknesses, Opportunities and Threats do
you see in your local situation as you try to implement what you learned in this module? (SWOT analysis)
b. What are your next steps in carrying out in your local church/organization what you learned in this module?
Outline and Notes for the Module
Slide Time
Action
Commentary
1. Title 1 min
READ The title of this module.
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Slide Time
Action
Commentary
2. Outline - When developing a community-based ministry program, consider:
1 min
READ When developing a community-based ministry program, consider:
I. Relationship of Your Church With the Community
II. Condition of Church WithinIII. Social Ministry TypesIV. Social Ministry StylesV. Ministry Partnerships
VI. A Strategic Plan to Implement Your Ministry Program
VII. Writing a Mission & Vision Statement
3. Relationship of Your Church With the Community
1 min
SAY In 2001, a world survey of the Seventh-day Adventist Church revealed that only 29% of church members are involved with their community outside their church walls. That was a wake-up call for the church. This highlights a need for Adventist Churches to make intentional plans to meet the needs of their communities.
The church is like a container of salt, such as a saltshaker, and the members are like the salt particles (Matthew 5:13). It is important to consider HOW to be salt to the community. This requires self-evaluation. The position of our churches in relation to the community will determine our success in sharing the Gospel there.
Robert Linthicum, noted authority on urban ministry, describes three kinds of churches. Each of these three kinds of churches has a different approach in being salt to the community. Which church is yours?
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Slide Time
Action
Commentary
4. Which Church Is Yours?
2 min
READ
TELL
1. The Church in the City (Community)
• Refers to location.• Members are not from the
community.• Little or no involvement in
the community.• “Siege mentality”
OPTIONAL STORY TO ILLUSTRATE THE CHURCH IN THE COMMUNITY:“THEY COME. THEY SING. THEY GO”Missionary Doctor Oscar Giordano went back home to Argentina to find an Adventist church that he was told was near his house when he was growing up. (He was not an Adventist back then). He went to the spot where he was told the church was located. He saw no church building and found a man across the street from where the church was supposed to be located. Oscar asked if there was an Adventist church there. The man replied, “There is a group of people who show up on Saturdays at that house across the street. I don’t know much about them because they come. They sing. They go.”
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Slide Time
Action
Commentary
5 & 6.“You are the salt of the earth…” (Matthew 5:13, NIV)
GET OUT!
1 min
READ
SAY
Jesus says, “You are the salt of the earth...” (Matthew 5:13, NIV).
The Church in the community is like a saltshaker inside a loaf of banana bread.* Let’s compare this banana bread to a community (and call it “Banana Breadville”). The salt shaker “church” that contains the salt is in Banana Breadville, but none of the salt is doing any good to “Banana Breadville” because it is not outside the salt shaker!
“For too long Adventists have isolated themselves in safe havens and ghettos, as if the rest of the world did not exist. That time has ended. We cannot, we dare not live in apostasy any longer. It’s time to enter the community as individuals and as a church.” (Russell Burrill, How to Grow an Adventist Church, p. 50.)
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Slide Time
Action
Commentary
7. Which Church Is Yours?
2 min READ
SAY
2. The Church To the City (Community)
• Sense of responsibility to do something for the community.
• Decides unilaterally what the community needs.
• Invites the community to participate.
Deciding unilaterally what the community needs, without consulting with community leaders and residents to find out what the community needs is like a doctor diagnosing without speaking to or looking at the patient. When you go to a doctor, you want him/her to listen. If he/she writes a prescription without talking to you and examining you, you would better find another doctor. Also, a good doctor wants to know what other medications the patient is taking so there won’t be negative interactions.
We need to diagnose our community, and know what other things are going on so we won’t cause tension, problems. We shouldn’t try to decide unilaterally–all by ourselves— and merely guess what the needs are. Diagnose before you treat! True “medical missionary work” would do that.
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Slide Time
Action
Commentary
8. “You are the salt of the earth…” (Matthew 5:13, NIV)
MEET PEOPLE--ASK!
1 min SAY If we don’t meet people in our communities and seek to meet their real needs, what we sprinkle on the banana bread “community” (“Banana Breadville”) may be downright inappropriate, irrelevant—like sprinkling garlic salt on banana bread(ville). Tossing programs of our own choosing to the community without consulting first is like treating before you diagnose!
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Slide Time
Action
Commentary
9. Which Church Is Yours?
2 min
READ
SAY
The Church With the City (Community)
• Sees mission to the community as a partnership.
• Discovers from the community the burning issues.
• Brings the ministry of the church out into the community.
• Nurtures personal relationships with individuals in the community.
This is the church that ASKS the community: What needs do you see are not being met in the community? Then the church seeks to meet these needs, mixing in/partnering with the community—flavoring their community in Jesus’ name. “The members are salt and must permeate the community.” (Burrill, p. 50)
Interviews with community residents and leaders might include:What does this community need? You know better than we do.Is it poverty, drug and alcohol abuse?What organizations are already doing something?What areas are not being covered—because there are not enough resources?We want to help—How can we help?
Ask first—like Jesus did to Blind Bartimaeus, “What do you want me to do for you?” (Mark 10:51, NIV)
This was the purpose of CS 02—to emphasize the importance of mingling with the community to discover their needs, and then to present details and methodology on how to assess their needs.
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Slide Time
Action
Commentary
10. “You are the salt of the earth…” (Matthew t:13, NIV).
MIX IN! (MINGLE WITH A MISSION)
1 min
SAY In this loaf, the salt is with the other different ingredients in the bread. It’s mixed in with them, flavoring and enhancing the resulting bread (Banana Breadville). Salt does more good when it is mixed with ingredients different than itself.
11. “Banana Breadville” Ingredients
1 min
READ
SAY
NOTE
“Banana Breadville” Recipe
This is the actual recipe for the banana bread with random ingredients of a typical community linked to each banana bread ingredient. Notice the salt is mixed with the other parts of “Banana Breadville.”
If you want to bake this bread to show when you present CS 04, mix the ingredients and bake in oven at 350◦ F. (Fahrenheit, not Celsius) for about 1 hour. Use it as shown in PowerPoint slides 5, 7, and 9.
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Slide Time
Action
Commentary
12. Condition of Church Affects Effectiveness in Working With the Community—Is your church like this?
2 min
ASK
SAY
ASK
SAY
SAY
What is the situation inside your church?
There are various possible situations: One example is when one department dominating the others in your church. The graphic represents the Sabbath School Department, for example.
Are there power struggles and disunity among departments?
No department should stand alone. The result of departments working for their own goals is fragmentation of the human resources of the church.
When we discover community needs, the church needs to be structured in such a way that it can effectively meet these needs.
13. Like only one drum banging at a concert
1 min
ASK What if you received an invitation to a concert—and you arrived at the concert and there was only one drum banging?
14. Condition of Church Affects Effectiveness in Working With the Community—Or—Is your church like this?
1 min
ASK
SAY
Or—Is your church like this?
This slide depicts when the church departments relate to the community independently and try to meet community needs without consulting with the other church departments. With this scenario the community can become confused. The ideal is to partner with other church departments in meeting community needs.
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Slide Time
Action
Commentary
15. Your Church Will Make A Difference When…
1 min
SAY
SAY
Each department is a part of the whole ministry of the church to its community.
In this slide, each department is working together to achieve a more holistic ministry to the community. Each department is a part of the whole ministry of the church to its community. When this happens the synergy will bring a greater impact to the church’s community outreach.
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Slide Time
Action
Commentary
16. Triadelphia Adventist Church Family Ministries and Community Services Departments partner for communityoutreach
2 min
SAY The story of an annual community marriage retreat that is coordinated by the Adventist Community Services and Family Ministries Departments at Triadelphia SDA Church in Clarksville, MD, is an example of this model. Triadelphia Church helps to run the annual marriage retreat for the community around the church. In addition, three other churches in the area (two Methodist Churches and one other Adventist Church) are partnering with Triadelphia to make this a community marriage retreat with the community. The concept was born during a community needs assessment process, when the pastor of one of the Methodist churches was asked by a Triadelphia SALT (Social Action Leadership Team) member, “What are the needs in this community?” The pastor mentioned that marriages and families need help in his church’s community. A community marriage enrichment planning team was developed with representatives from each of the churches involved, and now the community marriage retreat is an ongoing annual event.
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Slide Time
Action
Commentary
17. Strategic Plan
1 min
SAY
SAY
To coordinate all the departments toward synergy, a strategic plan is needed—a master plan that keeps all departments on track towards this end.
A Strategic Plan is like a map.• It gives us the big picture.• It tells us where we are.• It helps us get where we want to
go.• The strategic plan of the church is
the framework of the various ministries of the church.
18. Social Ministries Types
1 min
SAY
READ
When making a strategic plan, it’s important to consider the types (levels) of social ministries the church will aim toward.
I. Social Ministries Types• Relief• Individual Development• Community Development• Structural Change
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Slide Time
Action
Commentary
19. Relief 1 min
SAY
SAY
SAY
The first type of social ministry is relief, which involves directly supplying food, clothing, or housing to someone in urgent need.
Relief is like giving fish.
Most churches operate at the relief level.
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Slide Time
Action
Commentary
20. Individual Development
2 min
SAY
SAY
SAY
SAY
SAY
Individual Development includes transformational ministries that empower a person to improve physical, emotional, intellectual, relational, or social status.
Individual Development is like teaching how to fish.
For example, this means providing education to improve job skills, parenting skills, health, etc. Providing jobs, etc. to empower individuals to help themselves.
The story of the widow’s oil in 2 Kings 4 is a combination of relief and individual development (the miraculous type).
An example of supplying jobs: The pastor of the El Paso, Texas, church was in a community where many people were out of work. The church put sewing machines in the church basement. Community people came to the church and learned how to make fireman’s and policeman’s uniforms. They started to make money to support themselves. Also, the membership of the church went from 75 to 300 members within five years. Why can’t we open our churches 7 days a week?
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Slide Time
Action
Commentary
21. Community Development
1 min
SAY
SAY
SAY
SAY
Community Development renews the building blocks of a healthy community, such as housing, jobs, health care, and education.
Community Development is like providing fishing tools.
“Development that does not promote the welfare of the whole community has missed the mark.” Harvie M. Conn & Manuel Ortiz, Urban Ministry: The Kingdom, the City & the People of God, p. 357.
Sometimes people can experience individual development, but the environment of their community is unhealthy, and continues to drag them down, even though they have been developed individually. Community development seeks to improve the services and environment of a community, such as improving housing, health care facilities/services, educational facilities/services, etc.
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Slide Time
Action
Commentary
22. Structural Change ( InvolvesAdvocacy)
1 min
SAY
SAY
SAY
Structural Change means transforming unfair political, economic, environmental, or cultural institutions and systems.
Structural Change is like making sure everyone in the community has equal access to the fishing pond.
Sometimes you have to go to the top to speak for those who have no voice to promote justice and highlight the changes that are needed to help the people and improve their lives and their community.
23. Social Ministry Types (Levels)
3 min
SAY
READ
ASK
Here are some examples of the four types of social ministry applied to four different community needs.
And explain chart.
Participants to think of other issues that a church’s community-based ministry could address.
24. Andrew and Minnie McNeil
1 min
SAY Meet Andrew and Minnie McNeil, who have been practicing the four styles of social ministry for many years in their hometown in Coatesville, Pennsylvania, USA.
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Slide Time
Action
Commentary
25. Shelter Entrance for Homeless Individuals & Families- March 1983
2 min
SAY
SAY
SAY
SAY
Here is the annex of the McNeil’s home church in Coatesville, PA.
The members of their church surveyed the community, the local and county officials….It was clear, a shelter for the homeless was needed, not a soup kitchen.
Within three weeks (in March 1983) Coatesville Church opened a shelter for men, women, children, and displaced youth in the annex. Cots were set up in the main meeting area. Families were placed in Sabbath School roomsIf a youth came in under 18 – they were housed a separate area from men (who were in the main room). The church notified police and child protective services
The residents were provided with an address & telephone number. The church’s answering machine greeting was changed so the people wouldn’t know it was a shelter. It said, “Hello, we’re not available. Please leave a message.” (People had no idea that they had just called a church. The shelter attendant would listen to the messages and give them to the appropriate residents. e.g. “Jim, you have an interview on Tuesday.” The attendant gave out messages on paper. Currently, the shelter has an old-time pay phone to call back.)
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Slide Time
Action
Commentary
26. W.C. Atkinson Memorial Community Resource Center Coatesville, Pennsylvania USA
3 min
SAY
SAY
SAY
SAY
The shelter in the Coatesville Church building was run for six years by church ACS Director, Minnie McNeil, and seven Dorcas leaders.
An opportunity to expand arose when the Coatesville ACS was invited to attend a meeting of active social service providers. There the county asked the group who among them could provide a creative approach to housing. Minnie volunteered. At that meeting Minnie said she’d provide housing and info on how to live healthfully in those houses (She meant the 8 natural remedies as explained by Ellen G. White). Someone asked where this would happen. Minnie hadn’t thought about that. A social worker whispered. “At the Atkinson.” The group leader said the Atkinson wasn’t for sale. Minnie said she would buy the Atkinson. And that’s where she would carry out her promise.
A while later Minnie called the Power of Attorney for Dr. Atkinson (his hospital had been lying dormant for 13 years–and had been in operation for 50 years). The Power of Attorney designee was annoyed. The hospital would never be for sale, and would remain as is. If it couldn’t be used as an acute hospital, it would not become anything else. Minnie said it would be their privilege to keep Dr. W.C. Atkinson’s vision alive for the community. Minnie would name it after Dr. Atkinson. Minnie said that now the most urgent need was housing. There would always be a health component.
To make a long story short, Minnie and her church arranged to buy the Atkinson Hospital complex, and the million plus dollars was raised to pay for it. Now the 23
Slide Time
Action
Commentary
27. Relief:Shelter for Homeless Men
1 min
SAY Here is the men’s shelter at the Atkinson. This is an example of the relief level.
28. Individual Development:Diabetic Support Group
1 min
SAY In addition to the Diabetic Support Group, various individual development opportunities are offered to the community at the Atkinson complex.
29. Community Development:Atkinson Health CenterWaiting Room
1 min
SAY The Atkinson Center offered a health center to help build up the community’s resources and promote community health. Local physicians volunteered their time to staff the center.
30. Community Development: Door to Hope Transitional Housing
1 min
SAY Another example of community development is that next door to the Atkinson two three-bedroom houses were bought in 1995. They were fixed up and became transitional housing for men who had been in the shelter—to live in after they found a job. It was a shared living arrangement (one man/bedroom). Six men are serviced at once.
31. Structural Change (Advocacy):Before. . .
1 min
SAY Around the corner from the Atkinson, was a row of dilapidated houses. They were a crime and drug hazard, and an eyesore. This is where advocacy (structural change) came in. Atkinson negotiated with local, county, and federal leaders (HUD – Dept of Housing and Urban Development) and acquired these houses.
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Slide Time
Action
Commentary
32. Result of Advocacy
1 min
SAY
SAY
The Federal government agreed to rebuild the old houses, and has continued to pay upkeep and salary for a live-in facility manager. The city did new sidewalks. All because of advocacy for affordable housing! The government continues to own and maintain it. There are 8 units–with an additional unit for the facility manager.
This is permanent housing for several formerly homeless men, who now have steady jobs, and live there and pay their own rent.
33. Home, Sweet Home
1 min
1 min
SAY
SAY
That’s right—how sweet it is! Here’s a peek inside. All new furnishing has been supplied by HUD. Several homeless men are home at last.
34. To God Be the Glory!!!
1 min
SAY Here is the baptism of one of the first permanent housing residents. He was in the shelter for three years, and was the first facility manager in the permanent housing. He was reunited with his wife after 15 years! His wife is taking Bible studies from the Coatesville pastor (a VP of Atkinson). They are preparing for their heavenly home!
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Slide Time
Action
Commentary
35. Effective community action involves bringing them all together.
3 min
SAY
NOTE
ASK
The McNeil’s story is an ongoing, living example of bringing together relief, individual development, community development, and structural change…in a fine-tuned strategy! You may have experienced some or all of these levels of community services in your area of service.
The McNeil’s story may be substituted with a story from your culture that brings together relief, individual development, community development, and structural change.
Ask participants for examples of relief, individual development, community development, and structural change from their own community-based ministry.
36. Group Exercise
20mintotal
(slides 36-38)
DO 1. Get into groups, if necessary.2. Pick an issue (e.g., substance
abuse, divorce, child care problems, HIV/AIDS, teen pregnancy, unemployment, domestic violence, crime, financialcrisis. . . .)
37. Group Exercise (Cont.)
DO 3. Each group choose a spokesperson and a scribe.
4. Discuss how you would respond to the issue at the following levels:(1) Relief(2) Individual Development(3) Community Development(4) Structural Change
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Slide Time
Action
Commentary
38. Group Exercise (Cont.)
DO
SAY
NOTE
5. Report to the whole group (write on flip chart).
6. Discuss the next step your church will take to meet your community’s expressed needs.
Even if your church can’t do the full spectrum of levels, start somewhere!
An example of a response to the issue of child care problems at all 4 levels:
Relief: provide child care. Form a foundation to give working mothers child care free of charge for 6 months.
Individual Development: Provide classes that teach mothers to become responsible parents.
Community Development: Start a day-care facility.
Structural Change: Advocate to corporations and government to be more family-friendly by providing in-house day-care facilities for working mothers
(In Summersville, WV, the church planters there started with $1,000 in the bank. Many people in the community were illiterate. After assessing community needs, it was decided to start a child care program, then a medical clinic, adult literacy classes, etc. A gym was built for community use. There is a thriving church there today. They planted a ministry and a church grew from that ministry.)
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Slide Time
Action
Commentary
39. Something to note:
2 min
ASK What is the difference between community organizing and community development?
40. Community Organizing
1 min
SAY • Focused on empowerment – “soft assets:” social capital, human development
• Outcome: Social capital, empowerment of community increased (e.g. starting businesses to empower low income families; Hold classes on financial management, job skills, etc.)
41. Community Development
1 min
SAY • Focused on non-human assets, infrastructure, material, “hard” assets - e.g. drill wells, build buildings, etc. Almost always involves some kind of outside aid, assistance (money, tools, knowledge)
• Outcome: Community has more up-to-date assets—e.g. Better roads, facilities, etc.
42. Christian Community Development
1 min.
SAY • Christian Community development - mingling hard assets with social capital.
• Need to find a way to move the empowerment beyond the individual to the community as a whole.
―Monte Sahlin
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Slide Time
Action
Commentary
43. Social Ministry Styles:
1 min
SAY
READ
Another issue to consider is: What style of community-based ministry will we do?
Social Ministry Styles:• Settlers• Gardeners• Shepherds
29
Slide Time
Action
Commentary
44. Settlers 1 min
SAY
ASK
NOTE
Settlers• Concentrate on the neighborhoods
where their churches are physically located.
• Work for the transformation of these neighborhoods from the inside out.
Does your church do the “Settler” style of ministry? How do you know?
For a good example of the “Settler” style of ministry, you may want to check out To Live in Peace: Biblical Faith and the Changing Inner City, by Mark Gornik.
This is the story of the transformation of Sandtown, a hopeless, depressed, run-down section of Baltimore, Maryland, USA. A church in that community, the New SongPresbyterian Church became part of the fabric of a community in need. New Song was the catalyst that resurrected that desolate community from near extinction.
Street by street, they rebuilt the ruins, leaving a trail of lovely affordable, restored homes and happy new home owners.
They raised money and built a new $5 million school for the children of the revived community. They started a health center, a job development program, and a drug rehab center. The Sandtown Children’s Choir has been nationally famous, traveling far and near to share their experience of hope revived in a community that flourishes once again.
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Slide Time
Action
Commentary
45. Gardeners 1 min
SAY
ASK
NOTE
Gardeners• Develop ministry ties with
neighborhoods outside their immediate area, which they view as extensions of their own churches (spiritual homes), in the same way that home owners view their gardens as an extension of their houses.
What is an example from your own community-based ministry of the “Gardener” Style of ministry?
To help the participants in answering this question, you might want to mention a Gardner- style example, such as: Some churches outside of Baltimore, Maryland, are very involved with Sandtown, sending teams there to help with the building of houses and other community development.
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46. Shepherds 1 min
SAY
ASK
NOTE
Shepherds• Primarily serve one targeted
population rather than a specific geographic neighborhood.
What is an example from your own community-based ministry of the “Shepherd” style of ministry?
To help the participants in answering this question, you might want to mention a Shepherd- style example, such as: In New York City there used to be a German Adventist Church which targeted German people throughout the New York Metropolitan area.
47. Ministry Partnerships: Why Partner?
1 min
SAY
SAY
A church does not need to invent all its services to the community. Another approach to factor in as you develop your community service outreach is to partner with existing services in the community.
Some practical reasons for ministrypartnerships are:
• Few churches have the resources to carry out their vision by themselves.
• Partnerships expand a church’s opportunities to form evangelistic relationships.
• Partnerships prevent duplicating services and thus focus the church’s resources where they are most needed.
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48. Types of Partnerships
1 min
SAY Some examples of partnerships are:• Partnerships with Denominational
Programs• Partnerships with Business• Partnerships with Public Schools• Community Coalitions• Ministry Coalitions• Church Coalitions• Clergy Coalitions• Community Organizing Coalitions• Participations on Public Boards and
Committees• Partnerships With National
Organizations• Collaborations With Government• Urban-Suburban Church
Partnerships
49. Partnership with Linden-Linthicum United Methodist Church (LLUMC) & Triadelphia Adventist Church
1 min
SAY As mentioned earlier in this presentation, Triadelphia Seventh-day Adventist Church is in partnership with three other churches in its community in organizing annual marriage enrichment retreats. This partnership began with one Methodist Church (LLUMC).
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50. 1st Annual Community Marriage Enrichment Retreat in Reality!
1 min
SAY There were 22 community couples from various denominations who came to this first retreat that was presented by Adventist Pastoral couple, Mike and Brenda Aufderhar from Washington State. These retreats continue annually. At the time of this curriculum revision, seven years later, this partnership with other community churches has grown to five churches—three Adventist churches and two Methodist churches. Over 30 couples of various religious backgrounds have attended.
A couple from one of the Methodist churches have become Seventh-day Adventist Christians though this partnership.
51. A Strategic Plan to Implement Your Ministry Program
1 min
SAY To make your community outreach program happen with synergy, your church needs a strategic plan.
52. Assessment without action is hypocrisy!
1 min
SAY After assessing the needs of your community, a strategic plan helps to organize your church’s response to the discovered community needs and gets the various departments in your church on the same page to accomplish that mission.
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53.Strategic Plan = Your Church’sBig Picture
1 min
SAY Each department is a part of the wholeministry of the church to its community.
The result of departments working for their own goals is fragmentation of the human resources of the church.
54. Even God has a strategic plan…
55. It takes a spirit of devotion/commitment
1 min
2 min
SAY
SAY
READ
Making a strategic plan is a “Godly” thing to do, for even He has a strategy that goes WAY back:
• “. . . A lamb without blemish. . .: who verily was foreordained before the foundation of the world” (1 Peter 1:19, 20). Also John 3:16. . .
• “. . . the Lamb slain from the foundation of the world” (Rev 13:8).
• “. . . the kingdom prepared for you from the foundation of the world. . . (Matt 25:34).
• “He hath chosen us in him before the foundation of the world” (Eph 1:4).
God’s people must plan too.
Luke 14:25-35 and slide.
56. A Church Strategic Plan
1 min
SAY A church strategic plan• Uses biblical principles and Jesus’
ministry as its framework.• Takes into consideration the
community input gathered by the Social Action Leadership Team.
• Incorporates input from church members.
• Builds a master plan based on input from these sources.
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57. Church Strategic Plan Recipe:
1 min
SAY A church strategic plan has a certain recipe. The main ingredients are:
• Input from biblical principles• Input from the community• Input from the church
congregation
58. Reasons to Study the Community
1 min
SAY There are good reasons to include input from the community when your church makes a strategic plan. Some reasons to study the community are:
• To guide strategic planning and the development of new ministries.
• To help understand the forces that affect the lives of people in the community.
• To help understand community factors that influence the effectiveness of church ministries.
• To help understand how the church itself is affected by the community.
• To discern how your church is perceived by the community.
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59. Reasons to Study the Congregation
1 min
SAY Likewise, there are good reasons to study your church congregation as you develop your church strategic plan:
• To appreciate your church’s uniqueness, so that ministry remains grounded in a specific identity, vision, and context.
• To identify where God has already been at work in and through your congregation.
• To bring new patterns into focus.• To help develop a strategy for
change.• To help anticipate challenges.• To take the pulse of your church’s
commitment to serving Christ and openness to change.
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60. Benefits of Strategic Planning
1 min
SAY
SAY
Strategic planning is healthy for your church. Here are some benefits:
• Brings people together around a common dream and shared vision of what the church will do to fulfill its mission
• Coordinates the work of different people.
• Helps everyone make decisions, involving the entire work force so that everyone owns the outcomes
It’s important that a church’s plans and mission not rest solely on the pastor. Church of the Advent Hope in New York City sets a good example:“One prominent theory about church leadership says that the pastor goes to the summit of the mountain, where he meets God, and then he comes down with a vision to share it with the people—what you might call the ‘MosesModel’ ” (Adventist Review, “Hope in Manhattan,” November 25, 2010, page 20).
Todd Stout, Pastor of Church of the Advent Hope, took his church leaders on a weekend leadership retreat to the mountains (literally). Yes, they all went to the mountain, not just “Moses.” There they dreamed and planned for their church’s future and their church’s strategic plan. For more info about Church of the Advent Hope, go to www.adventhope.org. (Ibid., pp. 20, 21).
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61. Benefits of Strategic Planning (continued)
1 min
SAY • Builds a foundation for program planning
• Challenges the comfortable or inadequate present state
• Makes incongruent behavior more noticeable
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62. Plan for CHANGE
63.Strategic Planning is a Process
1 min
1 min
READ
SAY
NOTE
Slide - “Leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes.” (James Burns)
At all times we must remember that strategic planning is a process that
• Clarifies beliefs and values • Focuses on a mission • Stretches the horizon with a vision
As shown before, in addition to going through the process of gathering input/data from the community via the needs assessment, you will need to go through the process of gathering input/date from your congregation.
The process presented next contains the steps the authors used in their home church—as an example. Also, other churches have used this approach. You may need to adapt these steps to your situation and culture.
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64. Appreciative Inquiry
3 min
SAY
SAY
SAY
SAY
ASK
ASK
An effective way to gather input/data from your congregation is to use the Appreciative Inquiry process—which emphasizes a positive vision of the future rather than a negative repair of the past. Strategic planning works best in a positive setting such as that.
“Appreciative Inquiry was adopted from work done by earlier action research theorists and practitioners and further developed by David Cooperrider of Case Western Reserve University and Suresh Srivastva in the 1980s.”
“The basic idea is to build organizations around what works, rather than trying to fix what doesn't. It is the opposite of problem solving. Instead of focusing on gaps and inadequacies to remediate skills or practices, AI focuses on how to create more of the exceptional performance that is occurring when a core of strengths is aligned. It opens the door to a universe of possibilities, since the work doesn't stop when a particular problem is solved but rather focuses on "What is the best we can be?" The approach acknowledges the contribution of individuals, in order to increase trust and organizational alignment.”http://en.wikipedia.org/wiki/Appreciative_inquiry
Using the “Appreciative Inquiry” approach is an effective way to capture the vision of church members regarding their dreams of how they’d like their church to be in five years. As you can see, this is a very positive method.
Participants if they have ever had any
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Commentary
experience with the Appreciative Inquiry process—or a similar process. What was the outcome?
Participants if they have had experience with a group that focused on a negative repair of the past. What was the outcome?
65. Input from the Congregation UsingAppreciative Inquiry
1 min
SAY The goal of “Appreciative Inquiry” is discovering, understanding, and fostering innovations in the ministry of the church.
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66. Three Conditions for Appreciative Inquiry
I min SAY
SAY
SAY
• Get the whole system in the room. It’s important to get the whole system in the room because if you do it in pieces—a little bit of whispering here, a little bit of whispering there—that leaves gaps. With everybody there, everybody owns it.
When everybody owns it, the church janitor, if asked “Why are you mopping the floor?” says “I’m mopping the floor because this church needs to be clean because we are doing this, this, and this.”
• Focus on the “life giving” past to envision preferred futures. In a positive way, the whole group can focus on the past and anticipate good things in the future. (Time warp – What are we actually doing 5 years from now?)
• This is not a problem-solving activity. It is an exercise in anticipatory learning.
67. Developing a Strategic Plan: Process Steps
1 min
SAY
NOTE
1. Interview or survey (written) the members of your church to discover the vision that is already there.
Also have them fill out a “Church Resource Assessment” form at the same time.(Shown after the three survey questions.)
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68. Questions Asked in the Appreciative Inquiry Interviews/Surveys:
69. Church ResourceAssessment form
2 min
READ
SAY
READ
READ
SAY
• Think back at the most energizing and life-giving experiences that you have ever had in relation to the Adventist Church. What was going on in your life and in the church?(e.g. “I remember a prayer meeting series about ‘The Indwelling Christ.’ It changed my life.” Or, “I was going through a difficult time and my church was so loving. Church members invited me to their homes. . . .” etc. )
• What do you appreciate most about _______ and how does it contribute to your spiritual walk?
• What improvements would I like to see? (No Negatives) What will that improvement look like?
You may adapt this form for your own church. This is just an example.
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70. Process Steps (continued)
2 min
SAY 2. Commission your Social Action Leadership Team (SALT) to receive the data and create a document which integrates data/ideas from your congregation’s Appreciative Inquiry Survey with data from your Community Assessment. Insert comments word for word.
Some ways to collect data:Give out at a fellowship dinner, and don’t let them leave without returning the survey.Some places give this to their elders and deacons, and deaconesses, and have them each visit six families and have them fill them out.Others might wish to have groups over for dinner and have them fill it out.Or just give it out to all church members.Set a date to have this data in.
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71. Process Steps (continued)
90 mintotal for busin. mtng.
SAY
SAY
SAY
SAY
3. Call a business meeting with no other agenda but brainstorming for the strategic plan. Result: Additional raw ideas for the strategic plan. (Interaction with the whole group is important. It fosters responses that may not come when just filling out a survey.)
The things that stifle progress in a church is when we all stand in a circle looking at each other instead of all turning around and facing a new horizon together.
Have a recording secretary for the business meeting. Leave exact wording intact when typing input from group.
If working in groups – Group leader asks for ideas for improvements. Members write on Post-it notes. The first group reports to the whole group (all small groups present) and brings Post-it notes and puts them in categories (give titles) up front; the second group brings up their Post-its and puts them under the categories already there, or forms new categories. Etc. etc.
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72. Process Steps (continued)
1 min
SAY 4. Here is a suggested devotional for the beginning of your business meeting: Read Acts 2:41-47 to the group and
find and discuss the following core values of church mission from the early church:
Worship (vs. 42, 43, 46, 47) Fellowship (vs. 42, 44-46) Community Services (v. 45) Discipleship (v. 42) Reaping (vs. 41, 47)
73. Process Steps (continued)
1 min
SAY 5. Invite the group to share additional ideas to fit those core values. Write down ideas for all to see, as well as having someone take notes. Headings:
• Worship• Fellowship• Community Services• Discipleship• Reaping
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74. Process Steps (continued)
1 min
SAY 6. Because we live in an imperfect world—expect the unexpected. Therefore, do a SWOT analysis to list Strengths Weaknesses Opportunities Threats
in your local situation that will help or hinder your dreams for the next five years.
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Commentary
75. Process Steps (continued)
1 min
SAY 7. Add the business meeting ideas to the document the SALT started compiling.
8. On the document, categorize all the data under the core values of the early church:
• Worship• Fellowship• Community Services• Discipleship• Reaping
Share the written ideas with relevant departments of the local church, e.g. Personal Ministries, Sabbath School, Elders, Youth, etc.
76. Process Steps (continued)
1 min
SAY 9. The Church Board should prioritize the final ideas after the church departments have evaluated what relates to them, and the SALT should then create a draft of the strategic plan document.
Suggestion: Use “Church Strategic Planning Process—Worksheet” to format plan.
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77. Church Strategic Planning Process Worksheet
5 min
DO Be sure everyone has a copy of the Church Strategic Planning Process Worksheet that was used during the presentation of “CS 03 Performance Measurement for Effective Ministry.” Explain that we will be working in groups to continue filling this out, simulating a hypothetical church or using real information from the churches of the participants.
78. Process Steps (continued)
1 min
SAY 10. Create a budget that reflects the plan, i.e.,Year 1; Year 2; Year 3; Year 4; Year 5.
11. Bring the results of the above process to the church in business session and vote approval.
79. Process Steps (continued)
2 min
SAY Below is optional, but ideal:
Create a membership packet containing:
Voted Strategic Plan Copy of Budget Updated Membership List Church Member Resource
Assessment Form—to fill out if they didn’t do it earlier (next slide)
A form for each member of all your church households asking the question: “As you look at the strategic plan, what aspect of the plan would you like to be involved in?”
These packets are best distributed by delivering them in person to families in the church.
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80. Church Member Resource Assessment Form
1 min
SAY This is a sample of a form that your church can adapt and then use.
81. Process Steps(continued)
1 min
SAY 13. The Church Board should track the plan at least quarterly.
14. On the 1st anniversary of the voting of the strategic plan, call a business meeting to re-access its relevancy. (FORMATIVE EVALUATION)
wBe continually aware of evolving societal changes in your community and be willing to adjust accordingly.
82. Process Steps (continued)
1 min
SAY During the business meeting:wReview what has been accomplished in Year 1 of the strategic plan. Plans for Year 2 should be confirmed or modified depending on progress of Year 1.wVote adjustments as needed, and add to strategic plan document.
83. Process Steps (continued)
1 min
SAY 15. Bring the results of the business meeting to the board for approval and budgeting.
16. Allow for and seek after divine intervention in the plan. It is not to be rigid. This is God’s plan, and its users should cooperate with His leading.
17. Continue the annual review cycle of the strategic plan until the Lord comes. At the end of five years, plan for another five-year cycle.
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84. Goal: . . . 1 min
SAY Although developing a strategic plan is an obvious first goal, the main goal is ensuring its successful implementation. Remember:Passions+Competencies+Resources=Results!
85. Strategic Planning Case Study (You can substitute with your own story.)
1 min
SAY There is a little church in Chambersburg, Pennsylvania, USA.
The next few slides are shared by Pastor Tom Hennlein, pastor of the Chambersburg Church.
86. Revolution in the Church book cover
1 min
SAY Chambersburg church members had read Revolution in the Church, by Russell Burrill, and wanted to make a difference in their community in Jesus’ name.
87. Congregation-Community-based Ministry Model
1 min
SAY This is the Chambersburg members’ attitude as they endeavored to reach their community:
“We are not interested in making the church more secular in order to be more appealing to the world, but rather, having the church meet the needs of the people without compromising the message and principles of Christ.”
88. Relationship Crisis
1 min
SAY They were highly motivated because they were in a relationship crisis with their community, as you can see from their comments:
• “Community did not know us.”• “They did not trust us.”• “No credibility in our community.”
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89. The Ministry of Healing, p. 143
1 min
SAY
READ TO-GETHER
They know their marching orders and the method they must use to remedy this crisis. . . .
“Christ’s method alone will give true success in reaching the people. The Saviour mingled with men as one who desired their good. He showed His sympathy for them, ministered to their needs, and won their confidence. Then He bade them, ‘Follow Me.’”
90. Social Action Leadership Team
1 min
SAY They formed a Social Action Leadership Team (SALT), who began the community assessment, interviewing community leaders about community needs.
91. Themes from Appreciative Inquiry –Question 1:
2 min
SAY
SAY
READ
They also had an internal assessment of the church members, using the “Appreciative Inquiry” approach.
Here are their answers to the first “Appreciative Inquiry” question:
Think back at the most energizing and life-giving experiences that you have ever had in relation to the Adventist Church. What was going on in your life and in the church?
• Involvement in ministry / evangelism
• Learning & embracing truth (Enjoying intimate fellowship with God)
• Fellowship—Sense of belonging
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92. Themes from Appreciative Inquiry - Question 2:
1 min
SAY
READ
Here are their answers to the second “Appreciative Inquiry” question:
What do you appreciate most about __(name of your church)_ and how does it contribute to your spiritual walk?
• Belonging to a loving family where you are valued
• Members working together• Spiritual / biblical emphasis
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93. Themes from Appreciative Inquiry – Question 3:
1 min
SAY
READ
Here are their answers to the third “Appreciative Inquiry” question:
What improvements would I like to see? (No negatives) What will that improvement look like?
• Bigger church / more room for ministry
• More / Innovative ministry to community
• Foster / teach / strengthen relationships with Christ & each other
All the input from the community and the church members was organized into a strategic plan document, which is included in the CS 04 supplementary materials. The plan is listed under “Chambersburg Strategic Plan.” Also included is another sample plan—the “Triadelphia Seventh-day Adventist Church Strategic Plan.”
94. Child holding “Free Block Party” poster
1 min
SAY Here’s a picture of one of Chambersburg’s “innovative ministry” community activities.
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95. Picture of “Block Party”
1 min
SAY At the “Block Party.”
96. Ride Across America for Diapers!
1 min
SAY Here is an example from another church. When the Richland Church assessed their community needs the community leaders repeatedly said that there was a great need for diapers—even more than for food and clothes. The Richland church started a very active diaper bank. This led to many other community ministries. To raise money for the diaper cause, Richland’s Pastor Eric Shadle rode his bike 3,700 miles from Richland, Washington to Silver Spring Maryland from July 8 – September 5, 2012, and raised thousands of dollars. Like the Richland Church, you might not be able to meet all the revealed needs in your community, but you can start somewhere! You never know where it will take you! Pastor Shadle found that out—literally!
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97. Pastor Eric’s Strategic Planning /Annual Review Method:
1 min
SAY The Richland church is constantly assessing their community. They hold an annual retreat for church leaders and wrestle with two questions:
1. Where is God active in our community?
2. Where/how does God want us to join Him?
These are good questions to help you to update your strategic plan each year.
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98. Writing Mission & Vision Statements
2 min
SAY
ASK
SAY
SAY
ASK
SAY
Now that you have written out your church’s/organization’s strategic plan, it is good to boil it down into a mission and vision statement, so everyone will know what his/her church/organization is all about. Everyone in your membership will be able to intelligently, and with conviction, answer the question: Why are we here?
What is a mission statement?
A mission statement presents the purpose of your organization—what you do.
Keep it short, so that can be easily memorized, internalized, and publicized.
Does your church/organization have a mission statement? What does it say?
e.g. The Mission statement for Sligo Church, Takoma Park, Maryland says:“We seek to grow passionate disciples of Jesus through worship of God, nurture of our members, and outreach to the world.”
99. Include in Mission Statement
1 min
SAY Mission statements should include who you are, who is the target audience, the societal challenge you aim to deal with, and how you will do it—your solution.
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100. Writing Mission & Vision Statements (Continued)
3 min
SAY
SAY
ASK
SAY
A Vision Statement projects what the future looks like if you do your mission well.
Again, keep it short.
Give an example of a vision statement. Does your church/organization have a vision statement? What does it say?
e.g. Sligo Church’s vision statement says: “We will glorify God by being increasingly transformed into the likeness of Christ.”
101. Write &Share . . .
10 min
SAY
NOTE
• Write a draft of a mission and a vision statement for your church/ organization. Or, write the actual mission and vision statements if your church/organization already has them.
• Share what you wrote with the person next to you.
The optimal time to write mission and vision statements is after you have done your strategic plan. Then the mission and vision are clearer. However, you can practice writing the statements now—using your imagination as to what the strategic plan might be.
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102. Like a Harmonious Orchestra
103. Picture of Street Orchestra
1 min
1 min
SAY
READ
SAY
A strategic plan, mission and vision statement help this statement to be a reality in your church, in your community:
“If Christians were to act in concert, moving forward as one, under the direction of one Power, for the accomplishment of one purpose, they would move the world” Testimonies, vol. 9, p. 221).
This is a very harmonious orchestra in a community in Maribor, Slovenia. Beautiful music!
104. Another example of “moving forward as one”
1 min
ASK What if the riders pedaled or leaned in different directions?
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105. Summary 1 min
SAY
READ
Let’s review. In this seminar we have covered the following concepts:
When developing a community-based ministry program, consider:
I. Relationship of Your Church With the Community
II. Condition of Church WithinIII. Social Ministry TypesIV. Social Ministry StylesV. Ministry Partnerships
VI. A Strategic Plan to Implement Your Ministry Program
VII. Writing a Mission & Vision Statement
106 & 107. Optional Summary Application Exercise (Case Study)
15 min
We will now do an exercise in small groups to apply some of the principles we have covered in this module. There are two questions. The first question is:
1. What information have you gleaned from the assessment handout
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DO (“Assessment Data From Clarksville, Maryland”) that gives you hints about possible avenues of ministry that would meet the needs of this community? List these potential program/ministry ideas.
(1) Give out the handout entitled “Assessment Data from Clarksville, Maryland.”
You will notice that Clarksville is a rather unusual example with which to work. Its affluence makes program planners really think, which is a good thing. Also this case study provides practice in endeavoring to meet the needs of the wealthy, an important part of Adventist Community Services. This will broaden the image of traditional Adventist Community Services, which often consists of social ministries to the poor (also very important).
“There is a work to be done for the wealthy…. The wealthy man needs your labor in the love and fear of God. Too often he trusts in his riches, and feels not his danger. The eyes of his mind need to be attracted to things of enduring value” (Christ's Object Lessons, p. 230).
(2) Get into discussion groups.(3) Each group should appoint a discussion leader/reporter who also writes down the shared ideas for the group to see.(4) Provide some time for group members to look over the handout.(5) Discuss question number one (slide 101) for approximately 20-25 minutes (adjust time, if needed).
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108. Summary Application Exercise (continued)
15 min
DO
READ
DO
(6) Then move on to question number two (slide 110), which reads:
2. Think about your home church, considering the capacity and resources of its members. Review the list of potential ministries listed during the discussion of question one. What could your local church possibly do to meet the needs indicated on the “Assessment Data from Clarksville, Maryland?” Prioritize your ideas.
Ask each group member to imagine what his/her church can do in answer to this question. Allow 20-25 minutes (adjust time, if needed).
(7) At the end of the discussion time, reconvene with the whole group and ask group reporters to report back to the whole group.
(8) Write down the ideas for all to see under the respective question number.
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109. Homework 2 min
SAY
NOTE
Write a short essay that answers the following questions:
1. What Strengths, Weaknesses, Opportunities and Threats do you see in your local situation as you try to implement what you learned in this module?
(The SWOT analysis is an opportunity for you to better focus your prayers. Pray about the weaknesses and threats.)
2. What are your next steps in carrying out in your local church/organization what you learned in this module?
No plans become reality until you take the first step.
“Faith is taking the first step even when you don't see the whole staircase.” (Martin Luther King, Jr.)
This written assignment can be handled at the instructor’s discretion—either passed on to the local leadership or to the instructor.
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110. Where do you go from here?
1 min
ASK
SAY
Where do you go from here?
“I can do everything through Him who givesme strength” (Philippians 4:13, NIV).
A strategic planning process will take many months to accomplish, but your church, united, and in partnership with Christ can do it!
111. More encouragement:
1 min
READ “But when we give ourselves wholly to God and in our work follow His directions, He makes Himself responsible for its accomplishment. He would not have us conjecture as to the success of our honest endeavors. Not once should we even think of failure. We are to co-operate with One who knows no failure” Christ’s Object Lessons, p. 363).
112. Q & A
ARISE! SHINE! JESUS IS COMING! PREPARE THE WAY!
5 min
ASK
ALLSAY
If there are any questions or comments about anything in this presentation.
ARISE! SHINE! JESUS IS COMING!PREPARE THE WAY!
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Source of Further Enrichment & Equipping
Participants are strongly encouraged to attend Levels I and II, Basic and Advanced Curriculum, of The North American Division Nonprofit Leadership Certificate Program (go to www.communityservices.org) where they will further explore and discuss the process of strategic planning and program development for church and community-based ministry, along with other important components of holistic ministry.
Reference Books and Extra Reading
Colón, May-Ellen, Elder’s Digest series of articles: 10 Commandments for Developing an Effective Community-Based Ministry. Go to:
http://www.sabbathschoolpersonalministries.org/article/50/acsi/articles-and-media#.USQR96W0K-I Kellner, Mark A., “Hope in Manhattan,” Adventist Review, November 25, 2010.
Kirkpatrick, Donald L. & Kirkpatrick, James D. Evaluating Training Programs: The Four Levels (3rd Edition). San Francisco, CA: Berrett-Koehler Publishers, Inc., 2006.
Sweney, Chip & Murray, Kitti. A New Kind of Big: How Churches of Any Size Can Partner to Transform Communities. Grand Rapids, MI: Baker Books, 2011.
Malphurs, Aubrey. Advanced Strategic Planning: A New Model for Church and Ministry Leaders. Grand Rapids, MI: Baker Books, 2005.
Roxburgh, Alan J. & Boren, M. Scott. Introducing the Missional Church: What It Is, Why It Matters, How to Become One. Grand Rapids, MI: Baker Books, 2009.
Ott, Craig, Strauss, Stephen J., with Tennent, Timothy C. Encountering Theology of Mission: Biblical Foundations, Historical Developments, and Contemporary Issues. Grand Rapids, MI: Baker Academic, 2010.
Wrenn, Bruce, Kotler, Philip, and Shawchuck, Norman. Building Strong Congregations. Hagerstown, MD: Autumn House Publishing, a division of Review and Herald Publishing, 2010.
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Revised April 23, 2014
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