Recent Developments in Unification Church Korea

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The Unification Church in Korea is becoming more member-oriented. Consolidating the organization and evaluating pastors using KPI has resulted in a greater than 100% growth in donations over the past two years.

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  • Let’s give a special thanks to our True Parents, who have created a foundation within their time on earth that lets us go to any country in the world and be greeted by brothers and sisters.

    Let’s also thank those members of the True Family who connect us to the True Life, True Love and True Lineage of our True Parents.
  • This is a report on how the Church in Korea is moving in the direction of becoming a successful and a more member-oriented church.
  • True Parents instructed Kook Jin Nim to assist International President Hyung Jin Nim in matters concerning organizational development.

    So in 2007, Kook Jin Nim toured 160 Unification Church congregations in Korea, together with a team of professional advisers, to assess the state of the Korean Church and its prospects for the future. Forty of these visits were made without giving advance notice to the church being visited.

    What he found was that many of the buildings were small and in poor repair, the leadership lacked qualifications, many congregations had very few members, most churches could not afford to pay their own pastor and sustain themselves financially, and there was a lack of modern management systems.

    The conclusion he reached was that there was little prospect for growth without major innovations and restructuring.
  • The solutions he proposed were to consolidate the churches, develop a more bottom-up process for the development of the methods and materials needed to achieve goad set by True Parents, and encourage a culture of giving and violunterring.
  • The solutions he proposed were to consolidate the churches, develop a more bottom-up process for the development of the methods and materials needed to achieve goad set by True Parents, and encourage a culture of giving and violunterring.
  • The solutions he proposed were to consolidate the churches, develop a more bottom-up process for the development of the methods and materials needed to achieve goad set by True Parents, and encourage a culture of giving and violunterring.
  • The First step was to down size the headquarters. Many functions that had traditionally been in the headquarters were transferred to Cheon Bok Gung. This way the needs and experience of the filed can become primary in developing methods and materials to be used in witnessing and member education. The vision for the future is to have a church similar to Cheon Bok Gung in every major city in Korea. Then these churches will be able to compete in developing the best methods and materials. The role of headquarters then will be to identify successful cases and spread these to other churches.
  • The next step was to consolidate local congregations throughout the country. In this chart, “Seoul” includes three regions that are in the city of Seoul. Compared to June 2008, when CARP was merged into the church, 236 churches were merged into other churches.
  • The headquarters adopted a modern budget management system.
  • A performance management system called KPI was adopted. KPI is a process of setting goals and monitoring the progress toward those goals. The chart above is for illustration purposes only and does not necessarily represent the way KPI is implemented now.

    In the KPI score for each church in this chart, a 90-percent weight is given to quantifiable goals, such as witnessing and worship attendance. A 10-percent weight is given to more subjective items.

    In this chart “seonghwa” refers to middle and high school students.
  • The scores for each church in the region are used to derive a schore for the region. At the end of the evaluation period, for example at the end of the year, the regions are ranked and the regional leader who is at the bottom of this ranking is relieved of his postion and invited to become a church leader.

    The ministers of the two churches that place highest in the KPI ranking for churches go to the region where there is now a vacancy in the regional leader position, and the members vote on which of these two they would like to have as their new regional leader.

    All pastors go through a similar process, and a certain number of people who ranked lowest at the end of the evaluation period are relieved of their positions.

    Kook Jin Nim’s firm policy is that every person whose salary is paid from public funds must justify that salary with results. The person must be evaluated periodically on the basis of those results. And every time there is an evaluation, personnel decisions must be made based on the evaluation.
  • These revolutionary changes in the Korean church have produced dramatic improvements.

    The statistics above are for South Korea nationwide.
  • The Korean Church has always been subsidized using offerings from the Japanese members. In September 2009, however, the Korean Church officially notified the Tongil Foundation that it no longer wanted to receive this subsidy. So for the first time in its history, the Korean Church is supported entirely by Korean members.

    More local congregations are able to support their minister with a living wage, pay the maintenance costs on their buildings and other costs.

    So far, renovations have been completed on some two dozen churches, and more are in progress. In the renovated churches, members find it easier to bring Ambassadors for Peace and other high level people.

    Despite these successes, a few people are spreading false reports and unfairly criticizing International President Hyung Jin Nim, Foundation Chairman Kook Jin Nim and the people working under them. The pattern is that the more a person works for God and True Parents and the more loyalty a person shows for True Parents the more the person is criticized. The author of this presentation has not been the subject of such criticism and so feels jealous toward those who have earned such acknowledgement from Satan’s people. He hpoes Satan’s people will find this report a worthy target for unjust criticism.
  • To end this report, I would like to show some recent photographs of Beom Il Jeon, the building in Busan, that commemorates the mud and cardboard structure that True Father built in Beom Net Kol in 1951 to begin his ministry in South Korea.

  • When these photos were taken in October 2010, the building was in the final stages of renovation. The money for this renovation came from the Blessing Donations of members worldwide.

    In the past, whenever there was a Church event, the Church would go to True Father and say “This is how much the event is going to cost, so please give us the money.”

    This is no longer the case. Now the Blessings and other events are paid for with donations from the people who participate in them. And the Korean Church colledts quite a bit more in ddonatoins than it spends on the events. The surplus is placed in a separate account, and expenditures from this account are done with True Father’s approval. True Father has given his approval for money from this account to be used to renovate Holy Grounds around Korea.

  • So it is not only Beom Il Jeon. At the Weon Jeon in Paju, a small house has been built for True Parents to rest when they visit. This house also contains toilet facilities for members and a parking lot. Also, True Father’s boarding house in Seoul’s Heukseok Dong neighborhood, where he lived whild attending high school in Seoul, is being preserved.
  • Here you see workmen putting in place the glass encasement around the boulder.
  • Here you see workmen putting in place the glass encasement around the boulder.
  • An official dedication ceremony for the renovated building has been scheduled for November 21, 2010.
  • Let’s offer our gratitude to True Parents once again for the foundation they have built.
  • Recent Developments in Unification Church Korea

    1. 1. Let's inherit the true love of God! Unification Church (Korea): Toward a more member-oriented church December 19, 2010 Unification Church Korea
    2. 2. •Buildings in poor repair •Leadership often unqualified •Many congregations still at “pioneer level” •Financially not self-sustaining •Lack of modern management systems tcelder@tongilgroup.com
    3. 3. Little prospect for growth without major innovations and restructuring
    4. 4. Consolidate churches •Raise the quality of church pastors •Free up resources to renovate buildings •Increase congregation sizes tcelder@tongilgroup.com
    5. 5. Give the field more flexibility to develop methods and tools to accomplish goals Encourage a more member-driven culture characterized by volunteering and donating
    6. 6. Planning Coordination & Mgmt. Office Family President Before Wit- nessing Culture Youth General Affairs General Affairs Church Support President After Planning Coordination & Mgmt. Office Many functions transferred to Cheon Bok Gung so the needs, experience of the field became primary tcelder@tongilgroup.com
    7. 7. June 2008 (Merger with CARP) July 2010 Change Seoul 81 18 - 63 Gyeonggi 77 48 -29 Gangwon 28 19 -9 Chungbuk 22 12 -10 Chungnam 41 20 -21 Jeonbuk 39 14 -25 Jeonnam 47 26 -21 Gyeongbuk 45 20 -25 Gyeongnam 36 20 -16 Busan / Ulsan 20 8 -12 Jeju 7 2 -5 Total 443 207 -236
    8. 8. Items Jan. Feb. Mar. Apr. May June Subtotal July Aug. Sep. Oct. Nov. Dec. Subtotal TOTAL General Affairs Dept. Actual Income 2,237,662 1,014,431 622,260 1,130,141 527,990 678,834 6,211,318 2,158,879 478,797 429,510 299,833 515,203 309,711 4,191,933 10,403,251 Actual Expenses 847,026 488,581 683,411 624,363 869,224 1,666,154 5,178,759 406,716 598,999 307,235 345,828 405,040 242,185 2,306,003 7,484,762 Balance 1,390,636 525,850 -61,151 505,778 -341,234 -987,320 1,032,559 1,752,163 -120,202 122,275 -45,995 110,163 67,526 1,885,930 2,918,489 Family Dept. Actual Income 11,670 0 1,866 785 0 190 14,511 967 967 15,478 Actual Expenses 47,248 219,653 53,120 60,274 10,531 11,778 402,604 104,686 36 104,722 507,326 Balance -35,578 -219,653 -51,254 -59,489 -10,531 -11,588 -388,093 -103,719 -36 -103,755 -491,848 Missionary Dept. Actual Income 0 597 9,250 1,200 3,500 0 14,547 0 0 14,547 Actual Expenses 19,123 27,161 67,407 22,116 7,938 3,864 147,609 5,453 225 5,678 153,287 Balance -19,123 -26,564 -58,157 -20,916 -4,438 -3,864 -133,062 -5,453 -225 -5,678 -138,740 Culture and PR Dept. Actual Income 4,357 7,046 3,554 3,938 3,378 3,094 25,367 2,229 2,229 27,596 Actual Expenses 593,122 12,196 6,131 40,679 153,375 14,045 819,548 12,692 12,692 832,240 Balance -588,765 -5,150 -2,577 -36,741 -149,997 -10,951 -794,181 -10,463 -10,463 -804,644 Youth & Student Dept. Actual Income 53,738 24,552 16,308 4,160 3,828 6,677 109,263 9,579 9,579 118,842 Actual Expenses 89,317 35,747 29,344 9,207 69,886 11,708 245,209 10,064 10,064 255,273 Balance -35,579 -11,195 -13,036 -5,047 -66,058 -5,031 -135,946 -485 -485 -136,431 Executives Actual Income 18 18 18 Actual Expenses 29,086 11,023 59,330 11,144 6,947 5,349 122,879 7,287 2,950 7,930 15,274 8,531 8,116 50,088 172,967 Balance -29,086 -11,023 -59,312 -11,144 -6,947 -5,349 -122,861 -7,287 -2,950 -7,930 -15,274 -8,531 -8,116 -50,088 -172,949 Planning Coordination & Mgmt. Office Actual Income Actual Expenses 6,265 5,704 7,056 7,243 6,716 7,816 40,800 10,783 17,106 5,556 4,751 5,394 5,500 49,090 89,890 Balance -6,265 -5,704 -7,056 -7,243 -6,716 -7,816 -40,800 -10,783 -17,106 -5,556 -4,751 -5,394 -5,500 -49,090 -89,890 Dept. for Church Support Actual Income Actual Expenses 42,682 2,125 3,798 3,623 8,395 60,623 60,623 Balance -42,682 -2,125 -3,798 -3,623 -8,395 -60,623 -60,623 Grand Total Actual Income 2,307,427 1,046,626 653,256 1,140,224 538,696 688,795 6,375,024 2,171,654 478,797 429,510 299,833 515,203 309,711 4,204,708 10,579,732 Actual Expenses 1,631,187 800,065 905,799 775,026 1,124,617 1,720,714 6,957,408 557,681 661,998 322,846 369,651 422,588 264,196 2,598,960 9,556,368 Balance 676,240 246,561 -252,543 365,198 -585,921 -1,031,919 -582,384 1,613,973 -183,201 106,664 -69,818 92,615 45,515 1,605,748 1,023,364 tcelder@tongilgroup.com
    9. 9. 90% Adults 90% Seonghwa 10% 10% ResultsAbility Church KPI Witnessing: 20% Worship: 15% Blessing: 5% Home Group: 5% Tithe:25% CBG: 15% Donations: 15% Witnessing: 30% Worship: 30% Tithe:10% Teacher: 30% For illustration purposes only Ministry: 30% Leadership: 30% Management: 20% Communication:20%
    10. 10. Overall Rank Region Evaluation for Jan. ~ Sep. 2009 Number of Churches Adult Sunghwa Overall Score Score Rank Score Rank 1 Busan / Ulsan 8 42.3827 2 4.3720 1 46.7547 2 Gyeongnam 21 43.0893 1 3.5718 4 46.6611 3 Seoul Gangbuk 8 42.2805 4 2.9888 9 45.2693 4 Daegu / Gyeongbuk 21 40.7581 6 3.9185 2 44.6766 5 S. Gyeonggi 24 42.3756 3 2.1909 12 44.5665 6 Daejeon / Chungnam 20 41.2539 5 3.1562 8 44.4101 7 Gangwon 19 40.3314 7 3.4329 5 43.7643 8 Gwangju / Jeonnam 26 39.7403 8 3.8145 3 43.5548 9 Incheon / N. Gyeonggi 25 39.6515 9 3.1970 7 42.8485 10 Seoul Gangnam 9 37.8492 10 3.3269 6 41.1761 11 Jeonbuk 14 37.5902 11 2.7376 10 40.3278 12 Chungbuk 12 37.2005 12 2.6545 11 39.8550 For illustration purposes only
    11. 11. 2007 2008 2009 2010 (June) Registered membership 16,755 26,509 31,102 30,526 82% Avg weekly attendance 10,260 13,016 16,946 16,428 60% Avg. Monthly Offering (Unit: 1M won)* 759 1,025 1,558 1,704 125% Churches 443 319 209 207 53% Pastors 454 384 298 297 35% *Excludes donations to CBG building fund and other special offerings Statistics represent South Korea nationwide
    12. 12. tcelder@tongilgroup.com
    13. 13. tcelder@tongilgroup.com

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