Strategic Planning for Churches Part TwoDavid Rudd
The strategic plan outlines Calvary Church's goals to develop cultures of connectivity and multiplication through family ministry, student ministry, worship gatherings, and global and local mission endeavors. It discusses creating an evaluative dashboard to measure progress in these areas, such as the number of adults connecting to communities and how communities are multiplying. The plan also outlines developing a distinctive brand focused on connecting people to God and others through formative, caring, and missional communities. It proposes implementing the strategic plan through restructuring leadership and facilities by the end of 2006.
The document presents the 2013 vision statement of Hope Community Church. The vision includes goals to get the members of the church closer to God by increasing participation in teaching ministries and all ministries. It also aims to draw more people to God by doubling attendance through evangelism and developing new youth outreach. A further goal is to generate more resources for ministry through a development program and exploring business ventures.
This document outlines FBC Edmonton's identity plan from 2013-2018 with the vision of "Being the New People of God". It details their process for developing the plan and transitioning from vision to objectives. The plan focuses on three main strategies: 1) Listening to God's Heart through worship, prayer, and spiritual practices; 2) Being moved by the GodStory through Bible teaching and theological reflection; and 3) Seeking the peace and well-being of the city through community partnerships and social outreach. Each strategy contains goals, programs and plans, and specific, measurable objectives to work towards over the five year period.
Strategic planning in the christian contextWilliam Davis
This document provides guidance on developing a strategic plan for a church's mission through creating a vision and mission statement. It discusses that vision comes from studying God's instructions in scripture and understanding community needs, and should glorify God rather than oneself. The vision statement should be short, memorable, and easily understood. The mission makes the vision a reality by outlining specific goals and plans. Goals should be SMART (Specific, Measurable, Achievable, Relevant, Time-Specific). Developing a vision and mission allows a church to effectively serve its community for Jesus and prepare for His return.
Stewardship – – It’s a Matter of Character!calvaryedm
This document discusses the importance of stewardship and exercising faith through generosity. It emphasizes that how we view God is most important and will determine whether we have faith to invest in God's mission. The document also provides Calvary Church's budget breakdown, showing most funds go towards staff and missionaries, and notes the church is currently short of funds needed. It encourages readers to increase giving by $10 per month to meet the shortfall and support God's work.
The document discusses strategies for empowering church members for ministry through discovering, demonstrating, and developing their God-given talents and passions (SHAPE). It provides programs to help members: 1) decide how to serve through opportunities that match their SHAPE; 2) discover their SHAPE through classes and guidance; 3) demonstrate their SHAPE locally through mentoring and starting new ministries; and 4) direct their lives globally through retreats and classes to refine their SHAPE and focus on their life mission. The goal is for every member to serve according to their talents and interests for the benefit of the church and God's kingdom.
The document summarizes Cultivate's 2016 residency program. It provides important dates like the May 15 application deadline and July-December program dates. It describes program locations in Eastern and Southern Africa and the opportunities in areas like communications, media, and IT. The program aims to help residents work skillfully, think missionally, grow spiritually, and impact globally over the 6-month experience through placements based on their skills and immersion in international Christian communities.
Strategic Planning for Churches Part TwoDavid Rudd
The strategic plan outlines Calvary Church's goals to develop cultures of connectivity and multiplication through family ministry, student ministry, worship gatherings, and global and local mission endeavors. It discusses creating an evaluative dashboard to measure progress in these areas, such as the number of adults connecting to communities and how communities are multiplying. The plan also outlines developing a distinctive brand focused on connecting people to God and others through formative, caring, and missional communities. It proposes implementing the strategic plan through restructuring leadership and facilities by the end of 2006.
The document presents the 2013 vision statement of Hope Community Church. The vision includes goals to get the members of the church closer to God by increasing participation in teaching ministries and all ministries. It also aims to draw more people to God by doubling attendance through evangelism and developing new youth outreach. A further goal is to generate more resources for ministry through a development program and exploring business ventures.
This document outlines FBC Edmonton's identity plan from 2013-2018 with the vision of "Being the New People of God". It details their process for developing the plan and transitioning from vision to objectives. The plan focuses on three main strategies: 1) Listening to God's Heart through worship, prayer, and spiritual practices; 2) Being moved by the GodStory through Bible teaching and theological reflection; and 3) Seeking the peace and well-being of the city through community partnerships and social outreach. Each strategy contains goals, programs and plans, and specific, measurable objectives to work towards over the five year period.
Strategic planning in the christian contextWilliam Davis
This document provides guidance on developing a strategic plan for a church's mission through creating a vision and mission statement. It discusses that vision comes from studying God's instructions in scripture and understanding community needs, and should glorify God rather than oneself. The vision statement should be short, memorable, and easily understood. The mission makes the vision a reality by outlining specific goals and plans. Goals should be SMART (Specific, Measurable, Achievable, Relevant, Time-Specific). Developing a vision and mission allows a church to effectively serve its community for Jesus and prepare for His return.
Stewardship – – It’s a Matter of Character!calvaryedm
This document discusses the importance of stewardship and exercising faith through generosity. It emphasizes that how we view God is most important and will determine whether we have faith to invest in God's mission. The document also provides Calvary Church's budget breakdown, showing most funds go towards staff and missionaries, and notes the church is currently short of funds needed. It encourages readers to increase giving by $10 per month to meet the shortfall and support God's work.
The document discusses strategies for empowering church members for ministry through discovering, demonstrating, and developing their God-given talents and passions (SHAPE). It provides programs to help members: 1) decide how to serve through opportunities that match their SHAPE; 2) discover their SHAPE through classes and guidance; 3) demonstrate their SHAPE locally through mentoring and starting new ministries; and 4) direct their lives globally through retreats and classes to refine their SHAPE and focus on their life mission. The goal is for every member to serve according to their talents and interests for the benefit of the church and God's kingdom.
The document summarizes Cultivate's 2016 residency program. It provides important dates like the May 15 application deadline and July-December program dates. It describes program locations in Eastern and Southern Africa and the opportunities in areas like communications, media, and IT. The program aims to help residents work skillfully, think missionally, grow spiritually, and impact globally over the 6-month experience through placements based on their skills and immersion in international Christian communities.
The document discusses several principles of biblical stewardship including that God owns everything and people are managers of his resources. It emphasizes teaching stewardship as a spiritual discipleship issue from the start of a new church. Sample budgets are provided showing funding needs increase as a church grows. People should be taught and helped to grow in whole-life stewardship of their time, talents, testimony and treasure.
The 2013 strategic plan outlines goals and themes to guide A Lighted Path (ALP) in its mission work in Malawi, Africa. The plan's goal is to define objectives to achieve meaningful impact through organization, fundraising, promotion, and programs. Key objectives include raising $150,000, promoting ALP through churches and social media, supporting missionaries, continuing outreach in Mfura village, establishing a community center and daily programs, and finalizing plans for an orphanage. The theme of "stepping stones" represents working together through different roles to spread God's word and make impact in Malawi. The conclusion is a call to courageously follow God's calling and join in ALP's work in 2013.
This strategic plan document from Beautiful Savior Lutheran Church outlines several goals and initiatives. It identifies their greatest needs as parking, adult education space, and lay leadership training. It proposes exploring a child care ministry, revising building plans to accommodate growth, and researching becoming a multi-site congregation. The plan also discusses evaluating and potentially restructuring church staff to better support current and future ministry needs.
The document outlines an agenda for a village missions pilot meeting that includes: self-introductions, discussions on ministry vision, KANI 2, and developing accountability on ministry teams. It also provides guidance on developing expectations, celebrating successes, diagnosing the current state of the church, and casting long-term vision through goal setting and strategy development. Participants are encouraged to establish behavioral covenants and address challenges facing life and ministry.
The Best Start Project is a 7-week program that provides tools and resources to help new pastors and congregations have a successful start in their ministry together. It aims to build healthy relationships, ease grief over past leadership, gain community insights, and align on a shared vision for the church's future. The program includes sermon resources, facilitated discussions, strategic planning, and quarterly coaching. It is led by Ken Crawford and Whit Dreher and costs between $4,750-$9,500 based on congregation size.
The document outlines the vision, mission, values, strategy, and measures for an organization called Open Table Community Church. It discusses drafting a mission statement focused on passionately loving God, intentionally sharing life, and loving neighbors. The core values are identified as proclamation, equipping, multiethnicity, life together, worship, and being missional. The strategy is to create a bridge between internal and external ministry through programs like small groups and partnering with other organizations. Measures of success include participation rates and multicultural interaction both inside and outside the church. The vision emphasizes the importance of clarity and direction over just being busy, and of bringing vision to life through people rather than just writing it down.
An introduction to Grace Church of Philly in University City and an invitation to be a part of our core group for the birth phase of our ministry. www.gracechurchphilly.org
This document outlines Bethany's GAP Strategy to reach unreached people groups through developing Global Access Platforms. The strategy has 4 keys: working with the local church in each region, partnering with existing regional ministries, providing compassion and relief work, and training cross-cultural workers from similar ethnic groups. The development of each GAP follows stages, beginning with surveying a strategic region, analyzing the local context, mobilizing and training the local church, building training facilities, developing relief programs, commissioning workers, and continually improving and expanding the work.
This document outlines the vision for Full Turn church in 2014. The vision includes a year of restoration, increased vision, freedom from past chains, personal and corporate growth, and fruitfulness. The church's goals for 2014 are to impact the city through outreach, increase global missions funding, invest in people through encounters, and help all ministries and teams grow. Individual goals include developing a family altar, daily prayer, taking ownership of a community through prayer walks, and serving the church and community.
This document discusses the importance of teaching stewardship to children. It outlines four focus areas: mainstreaming stewardship education, building trust, empowering partners, and disseminating information. The document argues that stewardship education for children is important because habits formed early in life influence character development and because the Bible instructs parents to teach their children. It provides techniques for teaching children such as helping them recognize God's blessings, be grateful, see how generosity supports the church, and view stewardship as a lifestyle. The goal is to help children become disciples of Christ by understanding who God is and how to respond to Him.
A PowerPoint slideshow that relates our philosophy of ministry, our core values, and our practical discipleship commitments as a Christian community in Philadelphia. For more information, please contact us via our website at: http://www.gracechurchphilly.org
The document summarizes the formation of commissions at All Saints Church to help strengthen and support the various ministries. It outlines four commission areas - Liturgy/Worship, Faith Formation, Gathering, and Service. The commissions will meet monthly, develop spiritual and ministry goals, and provide annual reports to help All Saints say "Yes to God". Representatives from each ministry and the Pastoral Council will be part of the commissions.
Power 2 Become Ministries is a global ministry that provides training, consulting services, and speaking engagements to eliminate skill gaps, enhance success, and motivate peak performance. Its mission is to spread the gospel worldwide by evangelizing, educating, equipping and empowering individuals, leaders, teams and churches. The vision is to achieve global gospel saturation and systematically train leaders to sustain kingdom expansion through impactful churches, ministries and practices. Power 2 Become Ministries offers various partnership opportunities for individuals and organizations to support the ministry through prayer, fundraising, resources and entrepreneurial endeavors.
The document outlines the simple church model of Grace Church of Philly, which is focused on making disciples. It describes the church's values of being transformational, relational, incarnational, and missional. The church's discipleship commitments are to gather, grow, give, and go. Metrics are used to measure movement in these areas and ensure ministries are aligned to the process. The church aims to keep the model clear, focused, and simple to effectively help people grow as disciples.
The document discusses the need for the Seventh-day Adventist Church to adapt its approach to stewardship and ministry to remain relevant in a changing world. It notes that the church's focus needs to shift from money and programs to developing disciples of Jesus Christ. The church also needs more flexible systems to connect with people. The conclusion emphasizes that stewardship should be viewed as a spiritual way of life that affirms God and is consistent with the church's mission to tell the world about Jesus. Initiatives are proposed to develop stewardship education curriculum and resources for various groups.
The WCC Strategic Visioning Task Force developed a 5-year strategic plan to support the church's mission. They analyzed what was and was not working, identified needs, and crafted a vision. The plan focuses on renewing worship, engagement, community, and communication. It recommends refreshing worship, compelling learning, meaningful service, fellowship, technology, and shared financial responsibility to achieve the vision of being a welcoming, engaging Christian community.
Church capital campaigns are very effective faith-raising and fundraising initiatives. Church Building and Loan Fund Capital Campaign Services is the only capital campaign service authorized by the United Church of Christ. Our Capital Campaign Executives have helped UCC and other Christian churches raise millions of dollars for ministry.
This document outlines a working plan for building a culture of faithfulness in the South Indian Division (SID) territory through four focus areas: 1) mainstreaming stewardship education, 2) building trust, 3) empowering partners, and 4) disseminating trust services. It provides background on increases in SID tithe and offerings in recent years and lists expected outcomes and measurable indicators for each focus area, such as increasing the number of members receiving training in financial management and assisting those interested in estate planning. The overall vision is for full partnership with God to accomplish the final mission.
Southern Baptists work together through associations, state conventions, and the Southern Baptist Convention to advance the gospel locally, nationally, and globally. They are a diverse group united by their shared belief in Jesus Christ. The Cooperative Program allows Southern Baptist churches to pool resources to support missions, evangelism, theological education, and moral issues through SBC entities like the International Mission Board and six seminaries.
Fpc strategic plan 2013 town hall presentation 051313Justin Near
The strategic plan outlines 7 initiatives for First Presbyterian Church from 2013-2015. The initiatives are to: 1) Evaluate leadership culture and structure, 2) Create personal connections through small groups focusing on life stages, 3) Evaluate worship options to be multi-generational, 4) Develop evangelism and outreach programs, 5) Grow stewardship of time, talent and treasure, 6) Improve communications and marketing, 7) Create a culture of hospitality and openness. The plan aims to align the church with its new vision of exhibiting Christ's love through gratitude, hospitality and generosity across all generations.
The document discusses several principles of biblical stewardship including that God owns everything and people are managers of his resources. It emphasizes teaching stewardship as a spiritual discipleship issue from the start of a new church. Sample budgets are provided showing funding needs increase as a church grows. People should be taught and helped to grow in whole-life stewardship of their time, talents, testimony and treasure.
The 2013 strategic plan outlines goals and themes to guide A Lighted Path (ALP) in its mission work in Malawi, Africa. The plan's goal is to define objectives to achieve meaningful impact through organization, fundraising, promotion, and programs. Key objectives include raising $150,000, promoting ALP through churches and social media, supporting missionaries, continuing outreach in Mfura village, establishing a community center and daily programs, and finalizing plans for an orphanage. The theme of "stepping stones" represents working together through different roles to spread God's word and make impact in Malawi. The conclusion is a call to courageously follow God's calling and join in ALP's work in 2013.
This strategic plan document from Beautiful Savior Lutheran Church outlines several goals and initiatives. It identifies their greatest needs as parking, adult education space, and lay leadership training. It proposes exploring a child care ministry, revising building plans to accommodate growth, and researching becoming a multi-site congregation. The plan also discusses evaluating and potentially restructuring church staff to better support current and future ministry needs.
The document outlines an agenda for a village missions pilot meeting that includes: self-introductions, discussions on ministry vision, KANI 2, and developing accountability on ministry teams. It also provides guidance on developing expectations, celebrating successes, diagnosing the current state of the church, and casting long-term vision through goal setting and strategy development. Participants are encouraged to establish behavioral covenants and address challenges facing life and ministry.
The Best Start Project is a 7-week program that provides tools and resources to help new pastors and congregations have a successful start in their ministry together. It aims to build healthy relationships, ease grief over past leadership, gain community insights, and align on a shared vision for the church's future. The program includes sermon resources, facilitated discussions, strategic planning, and quarterly coaching. It is led by Ken Crawford and Whit Dreher and costs between $4,750-$9,500 based on congregation size.
The document outlines the vision, mission, values, strategy, and measures for an organization called Open Table Community Church. It discusses drafting a mission statement focused on passionately loving God, intentionally sharing life, and loving neighbors. The core values are identified as proclamation, equipping, multiethnicity, life together, worship, and being missional. The strategy is to create a bridge between internal and external ministry through programs like small groups and partnering with other organizations. Measures of success include participation rates and multicultural interaction both inside and outside the church. The vision emphasizes the importance of clarity and direction over just being busy, and of bringing vision to life through people rather than just writing it down.
An introduction to Grace Church of Philly in University City and an invitation to be a part of our core group for the birth phase of our ministry. www.gracechurchphilly.org
This document outlines Bethany's GAP Strategy to reach unreached people groups through developing Global Access Platforms. The strategy has 4 keys: working with the local church in each region, partnering with existing regional ministries, providing compassion and relief work, and training cross-cultural workers from similar ethnic groups. The development of each GAP follows stages, beginning with surveying a strategic region, analyzing the local context, mobilizing and training the local church, building training facilities, developing relief programs, commissioning workers, and continually improving and expanding the work.
This document outlines the vision for Full Turn church in 2014. The vision includes a year of restoration, increased vision, freedom from past chains, personal and corporate growth, and fruitfulness. The church's goals for 2014 are to impact the city through outreach, increase global missions funding, invest in people through encounters, and help all ministries and teams grow. Individual goals include developing a family altar, daily prayer, taking ownership of a community through prayer walks, and serving the church and community.
This document discusses the importance of teaching stewardship to children. It outlines four focus areas: mainstreaming stewardship education, building trust, empowering partners, and disseminating information. The document argues that stewardship education for children is important because habits formed early in life influence character development and because the Bible instructs parents to teach their children. It provides techniques for teaching children such as helping them recognize God's blessings, be grateful, see how generosity supports the church, and view stewardship as a lifestyle. The goal is to help children become disciples of Christ by understanding who God is and how to respond to Him.
A PowerPoint slideshow that relates our philosophy of ministry, our core values, and our practical discipleship commitments as a Christian community in Philadelphia. For more information, please contact us via our website at: http://www.gracechurchphilly.org
The document summarizes the formation of commissions at All Saints Church to help strengthen and support the various ministries. It outlines four commission areas - Liturgy/Worship, Faith Formation, Gathering, and Service. The commissions will meet monthly, develop spiritual and ministry goals, and provide annual reports to help All Saints say "Yes to God". Representatives from each ministry and the Pastoral Council will be part of the commissions.
Power 2 Become Ministries is a global ministry that provides training, consulting services, and speaking engagements to eliminate skill gaps, enhance success, and motivate peak performance. Its mission is to spread the gospel worldwide by evangelizing, educating, equipping and empowering individuals, leaders, teams and churches. The vision is to achieve global gospel saturation and systematically train leaders to sustain kingdom expansion through impactful churches, ministries and practices. Power 2 Become Ministries offers various partnership opportunities for individuals and organizations to support the ministry through prayer, fundraising, resources and entrepreneurial endeavors.
The document outlines the simple church model of Grace Church of Philly, which is focused on making disciples. It describes the church's values of being transformational, relational, incarnational, and missional. The church's discipleship commitments are to gather, grow, give, and go. Metrics are used to measure movement in these areas and ensure ministries are aligned to the process. The church aims to keep the model clear, focused, and simple to effectively help people grow as disciples.
The document discusses the need for the Seventh-day Adventist Church to adapt its approach to stewardship and ministry to remain relevant in a changing world. It notes that the church's focus needs to shift from money and programs to developing disciples of Jesus Christ. The church also needs more flexible systems to connect with people. The conclusion emphasizes that stewardship should be viewed as a spiritual way of life that affirms God and is consistent with the church's mission to tell the world about Jesus. Initiatives are proposed to develop stewardship education curriculum and resources for various groups.
The WCC Strategic Visioning Task Force developed a 5-year strategic plan to support the church's mission. They analyzed what was and was not working, identified needs, and crafted a vision. The plan focuses on renewing worship, engagement, community, and communication. It recommends refreshing worship, compelling learning, meaningful service, fellowship, technology, and shared financial responsibility to achieve the vision of being a welcoming, engaging Christian community.
Church capital campaigns are very effective faith-raising and fundraising initiatives. Church Building and Loan Fund Capital Campaign Services is the only capital campaign service authorized by the United Church of Christ. Our Capital Campaign Executives have helped UCC and other Christian churches raise millions of dollars for ministry.
This document outlines a working plan for building a culture of faithfulness in the South Indian Division (SID) territory through four focus areas: 1) mainstreaming stewardship education, 2) building trust, 3) empowering partners, and 4) disseminating trust services. It provides background on increases in SID tithe and offerings in recent years and lists expected outcomes and measurable indicators for each focus area, such as increasing the number of members receiving training in financial management and assisting those interested in estate planning. The overall vision is for full partnership with God to accomplish the final mission.
Southern Baptists work together through associations, state conventions, and the Southern Baptist Convention to advance the gospel locally, nationally, and globally. They are a diverse group united by their shared belief in Jesus Christ. The Cooperative Program allows Southern Baptist churches to pool resources to support missions, evangelism, theological education, and moral issues through SBC entities like the International Mission Board and six seminaries.
Fpc strategic plan 2013 town hall presentation 051313Justin Near
The strategic plan outlines 7 initiatives for First Presbyterian Church from 2013-2015. The initiatives are to: 1) Evaluate leadership culture and structure, 2) Create personal connections through small groups focusing on life stages, 3) Evaluate worship options to be multi-generational, 4) Develop evangelism and outreach programs, 5) Grow stewardship of time, talent and treasure, 6) Improve communications and marketing, 7) Create a culture of hospitality and openness. The plan aims to align the church with its new vision of exhibiting Christ's love through gratitude, hospitality and generosity across all generations.
1. The document outlines a strategic planning process in 5 phases: assess the current environment, set strategic direction, develop strategies and tactics, determine implementation plans, and establish an evaluation process.
2. It emphasizes engaging stakeholders through surveys, interviews, and focus groups to understand strengths, weaknesses, opportunities, and threats. Financial trends and contributions are also analyzed.
3. The balanced scorecard approach is presented as a way to translate the strategic plan into measurable goals in four areas: the congregation and community, financial stewardship, internal operations, and leadership development. Key performance indicators are identified for each.
Strategic planning is answering the question: "What do we wish to become?" The material in this presentation is drawn from the professional nonprofit development community and written from the Orthodox Christian perspective.
This document summarizes the strengths, weaknesses, opportunities, and threats for St. Mark Parish and School. It also outlines strategic goals such as enhancing spirituality, developing communication plans, and establishing youth ministry. The diocese is undergoing a restructuring process where parishes will be organized into regional clusters to propose reorganization ideas that meet the diocese's criteria.
The Chinese Christian Church of New Jersey Strategic Planning Committee finalized a report with recommendations for the church's vision, strategic growth, and staffing over the next few years. Their recommendations include planting a new church in Randolph/Flanders to pursue exponential growth, expanding church facilities through renovations or building a new multi-purpose facility, and increasing pastoral staff to better serve the needs of a growing congregation across different ministries and language groups.
The document is a town hall report from Cornerstone Church that provides updates on the church's various ministries from the past year. It summarizes that the church has over 75 people serving on ministry teams and many more volunteers, and that when reading the ministry reports one should praise God for what he is doing through the church. It also includes summaries of the Vitality Team and Strategic Planning Team's work to discern the church's vision and mission, as well as brief summaries of the work done by the Community Life Ministry and Global Missions Ministry over the past year.
The document summarizes the recommendations from a consulting project called "Foxworthy 2020" aimed at helping Foxworthy Baptist Church grow and become more effective in its mission. The church formed teams around key priorities of worship, life groups, children/youth ministries, and facilities. Each team proposed 4-5 action items for 2010-2011, such as hiring part-time staff, improving communications, upgrading facilities, and changing programs to better achieve the church's vision of helping people love God and others. The recommendations will be voted on and implemented over the coming year to help the church fulfill its mission.
The document discusses how the Church Building & Loan Fund (CB&LF) assists congregations in building, renovating or refinancing church buildings to further their missions. It emphasizes deploying assets for tangible mission impact, such as operating dynamic ministries. The CB&LF seeks to reinvent the concept of church through innovative uses of space and partnerships. It encourages congregations to align their missions with deploying all assets, including buildings, land, investments and relationships, for measurable social and spiritual impact.
The document is a fundraising request from Rabboni Praise Center Ministry asking for one-time gifts of 1,500 PHP. The funds would be used to cover rental fees and utilities for their church building, support various ministries and programs, and fund future plans like acquiring their own property. A one-time gift of 1,500 PHP would help afford their building costs, support ministries for members' spiritual growth, equip leaders through training programs, and allow outreach in their community through activities like vacation bible school. Donors are thanked and assured funds will be used to honor God and make disciples without limitations.
This document summarizes the results of a survey conducted by Bethlehem Lutheran Church in Raymore, Missouri as part of an "All In" campaign to understand members' needs and design their future ministry. Over 250 surveys were completed, with responses showing that members value fellowship, youth programs, and outreach. They prefer communication by email and want more small groups and Bible studies. The campaign engaged over 40 volunteers who made 1000 phone calls to members. Funds raised will help pay down the church's land mortgage of $27,000 annually.
Apportionments: The portion meant for others
This presentation seeks to answer four common questions about apportionments:
Why do we have them?
Who decides?
How much do we pay?
Does it work?
The document discusses the importance of identifying a target audience or "target" for church ministries and outreach efforts. It provides examples of potential target groups and recommends obtaining demographic studies of the local area to better understand the population and their characteristics. Specific targets mentioned include young families, single moms, refugees, the poor, and specific ethnic groups. The document also shares the experience of one church that saw growth after launching with an intentional focus on their target demographics and community needs.
The Covenant Church has grown in recent years, with 831 churches across North America and increasing attendance over 19 years. There are currently 72 new church plants in development. Ethnic and multicultural churches now make up 25% of all Covenant churches. New resources are being created to help with ministry, including materials in Spanish and support programs for pastors and ministers. The Covenant continues to engage in compassion and justice ministries, including providing over $43 million in free healthcare. Leadership is focusing on advancing the mission of making more disciples among more populations in a more just world.
The document outlines a strategic ministry plan for Rivers of Joy Baptist Church for 2009-2013. It includes objectives to improve worship, better equip church leadership through training, expand local and global outreach missions, and improve Christian education ministries. The goals are to exalt Christ, develop disciples, reach out to the community, train leaders, and provide adequate church facilities. The plan calls for annual evaluation and revision to faithfully follow God's leading in growing the church spiritually and numerically.
Transforming the world and changing ourselvesllaskowski
Treasurer's report given at the Unitarian Universalist Church of Berkeley Congregational Meeting on February 9, 2014, exploring what it will take to be sustainable.
This document outlines Greater Shady Grove Missionary Baptist Church's visioning process, which includes evaluating the church's effectiveness through a ministry inventory. It assigns church members to groups that will gather information on specific ministry areas. The groups will analyze documents, conduct surveys and interviews. Their findings will be compiled into a report to help the church identify strengths, weaknesses and develop an action plan to enhance its outreach ministry.
Small Town Summits was formed to help fill small places in New England with gospel-centered churches through regional conferences and training events. They host one-day summits that provide training and encouragement for small-town church leaders. They also create resources like a podcast and articles to support these leaders. They are seeking to expand their work by assembling a partner team of leaders in each state, pursuing publishing opportunities, and hiring an executive director, though they need financial support to do so.
The document summarizes the goals and activities of the St. Monica, Berwyn Parish Pastoral Council. It discusses emphasizing ongoing pastoral planning to promote individual and communal renewal. It also reviews elements of pastoral planning like prayer, discernment and communication. The document outlines topics covered by the council including reviewing what the parish has done well, where it has struggled, and providing background on the parish transition. It proposes ideas for getting started with pastoral planning and council selection processes.
The document discusses Faith Comes By Hearing (FCBH), an organization that publishes audio Bibles in local languages to make scripture accessible in oral cultures. It describes FCBH's vision, mission, and strategy of partnering with local organizations to establish Bible listening groups. Key aspects include publishing dramatized audio Bibles, establishing regular listening programs, conducting follow-up meetings, and reporting results to strengthen the overall effort.
This document discusses structuring Christ Lutheran Vail church to better facilitate discipleship. It begins by celebrating the church's successes and generous people. It then examines the current structure, which includes soul care done by the pastor and assistants, the legal entity (CLV Inc.) that handles operations, and the church ministry area where most discipleship takes place. To improve discipleship, the document proposes creating teams focused on invitation, connection, apprenticeship, and sending others, aligning all ministries to these areas. It addresses potential obstacles and the pastor's role in invitation until more people are involved. The congregation is then asked to discuss ways to implement this new structure.
We are proud to present to you the First Presbyterian Church of Jackson 2022 Annual Report. It’s important to note: this report and all the data in it reflect the state of our church at the end of 2022. Our desire is that this report serves as a sample of a fuller report that will continue to be released early each year.
St. Thomas Episcopal Church in Abingdon, VA has received a $10,000 grant to fund two spiritual retreats - a parish retreat in October led by Jay Sidebotham and a leadership retreat in January 2023. The church is also working to sponsor a refugee family from Afghanistan with support from other local faith communities. Additionally, the church is examining improvements to make the worship space more accessible and has formed a team to study options.
The forces involved in this witchcraft spell will re-establish the loving bond between you and help to build a strong, loving relationship from which to start anew. Despite any previous hardships or problems, the spell work will re-establish the strong bonds of friendship and love upon which the marriage and relationship originated. Have faith, these stop divorce and stop separation spells are extremely powerful and will reconnect you and your partner in a strong and harmonious relationship.
My ritual will not only stop separation and divorce, but rebuild a strong bond between you and your partner that is based on truth, honesty, and unconditional love. For an even stronger effect, you may want to consider using the Eternal Love Bond spell to ensure your relationship and love will last through all tests of time. If you have not yet determined if your partner is considering separation or divorce, but are aware of rifts in the relationship, try the Love Spells to remove problems in a relationship or marriage. Keep in mind that all my love spells are 100% customized and that you'll only need 1 spell to address all problems/wishes.
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Why is this So? ~ Do Seek to KNOW (English & Chinese).pptxOH TEIK BIN
A PowerPoint Presentation based on the Dhamma teaching of Kamma-Vipaka (Intentional Actions-Ripening Effects).
A Presentation for developing morality, concentration and wisdom and to spur us to practice the Dhamma diligently.
The texts are in English and Chinese.
A375 Example Taste the taste of the Lord, the taste of the Lord The taste of...franktsao4
It seems that current missionary work requires spending a lot of money, preparing a lot of materials, and traveling to far away places, so that it feels like missionary work. But what was the result they brought back? It's just a lot of photos of activities, fun eating, drinking and some playing games. And then we have to do the same thing next year, never ending. The church once mentioned that a certain missionary would go to the field where she used to work before the end of his life. It seemed that if she had not gone, no one would be willing to go. The reason why these missionary work is so difficult is that no one obeys God’s words, and the Bible is not the main content during missionary work, because in the eyes of those who do not obey God’s words, the Bible is just words and cannot be connected with life, so Reading out God's words is boring because it doesn't have any life experience, so it cannot be connected with human life. I will give a few examples in the hope that this situation can be changed. A375
A Free eBook ~ Valuable LIFE Lessons to Learn ( 5 Sets of Presentations)...OH TEIK BIN
A free eBook comprising 5 sets of PowerPoint presentations of meaningful stories /Inspirational pieces that teach important Dhamma/Life lessons. For reflection and practice to develop the mind to grow in love, compassion and wisdom. The texts are in English and Chinese.
My other free eBooks can be obtained from the following Links:
https://www.slideshare.net/ohteikbin/presentations
https://www.slideshare.net/ohteikbin/documents
Sanatan Vastu | Experience Great Living | Vastu ExpertSanatan Vastu
Santan Vastu Provides Vedic astrology courses & Vastu remedies, If you are searching Vastu for home, Vastu for kitchen, Vastu for house, Vastu for Office & Factory. Best Vastu in Bahadurgarh. Best Vastu in Delhi NCR
The Book of Ruth is included in the third division, or the Writings, of the Hebrew Bible. In most Christian canons it is treated as one of the historical books and placed between Judges and 1 Samuel.
The Hope of Salvation - Jude 1:24-25 - MessageCole Hartman
Jude gives us hope at the end of a dark letter. In a dark world like today, we need the light of Christ to shine brighter and brighter. Jude shows us where to fix our focus so we can be filled with God's goodness and glory. Join us to explore this incredible passage.
The Enchantment and Shadows_ Unveiling the Mysteries of Magic and Black Magic...Phoenix O
This manual will guide you through basic skills and tasks to help you get started with various aspects of Magic. Each section is designed to be easy to follow, with step-by-step instructions.
1. Did you know? Bethany Lutheran Church 29:11 Planning Team
2. Meet the 29:11 Planning Team Shane Herron, Chair Pastor Darin Aden Rosie Bunnow Paul Heyer Diane Krueger Erika Siquiera Lindsey Reynolds Jim Knolll Pastor Mark Henke Brett Fenske Cheryl Kaczmarek Ann Potter
Good morning / evening! I’m Shane Herron, chair of the 29:11 planning team and I am so pleased to have this opportunity to bring you up to date on the work we’ve been doing.
I want to begin by introducing the other members of the team who are with us. Would those members of the team please stand when I read your name? Collectively, members of our team have put more than 300 hours into the planning process so far, researching, reviewing data and discussing. I sincerely appreciate their efforts and commitment – and I hope you will join me in thanking them for their work so far. (Applause.)
The 29:11 planning team was established by the Leadership Team. Our charge is to develop a 5-10 year plan to spells out the future direction for the ministries and campuses of both Bethany and Our Shepherd. When complete, the plan must also outline the timeline and resources needed to achieve and measure the goals.
Our team was also named by the Leadership Team – drawing from Jeremiah, chapter 29, verse 11. We’ve talked about this verse at some length – recognizing that our job is to lay out the plans THE LORD has for us. It’s fair to say we all found comfort and inspiration in this verse – it helped us recognize that our job is not to create the plans, but rather to find the plans THE LORD has for us.
To find that plan, we have spent a lot of time poring over information about our congregation. We’ve looked at the demographic make-up of Bethany, Our Shepherd and the Fox Valley. We’ve looked at Bethany and Our Shepherd budgets. We’ve looked at Bethany and Our Shepherd facilities. We’ve looked at the programs we offer both at Bethany and Our Shepherd. And, finally, we’ve looked at how Bethany and Our Shepherd are staffed.
Our goal – through this research phase – was to look at our congregation, our ministries and our community with fresh eyes. This has been very eye-opening. Over the course of the last several months, we’ve had literally dozens of a-ha! moments, more than 125 in all. What makes an a-ha! moment? Well, it’s the kind of observation that causes you to step back – something that we would not have realized about our church, our ministries or our communities, had we not been involved in this planning. We’re going to share about a dozen of these ‘a-ha!’ moments with you this morning. We hope that these insights will also help you as you take part in the Listening Session Discussion Circles next weekend.
One of the areas that we’ve looked at: the demographics of our community.
Bethany is very fortunate to be located in the Fox Cities. Population projections show this area has grown nearly 10% over the last 8 years.
And, while nearly 1 in 3 Americans is un-churched, that number is much lower in Wisconsin, where 16% of families are unchurched. That’s about 1 in 5 Wisconsinites who are un-churched. So, we have an opportunity to reach out and share the Gospel with them.
The 29:11 planning team has also taken a look at the make-up of the Bethany congregation…
Earlier, we told you how the Fox Cities is growing at a pretty good pace – about 10% over the last 8 years. During that same time, our congregation’s population has remained relatively flat. We haven’t lost a ton of members, but we haven’t grown either. In fact, between 2000 and 2008, our membership declined by about 8%.
We’ve also taken a look at where do our members live. To find out how large a geographic area Bethany is serving, we got some help from Jeff Hedtke, our congregation’s computer whiz. He plotted the addresses of congregation members onto a map, so we could see our service area. Here is what he found. (Jeff) After plotting all of the addresses, I showed this map to the team. As you can see, Bethany members come from many directions – and some travel many miles to get here. This runs counter to conventional wisdom that says people only attend church within two miles of their home. We must have something special going on here that makes being a member of Bethany worth the drive…!
The size of our congregation has decreased slightly, but we do have some very good news to share! Over the last several years, participation in Bible classes has increased by 68%.
So, after looking at the community’s demographics and Bethany’s demographics, we took a look at the demographics at Our Shepherd. Because some members of our team had never seen Our Shepherd, we met there for one of our meetings and got an up-close look at the facility.
We were surprised to see how dramatically enrollment has grown there – from 20 children who were served in 2001 to more than 120 children today. Pastor Henke put that in context – 120 families, or – roughly 400 souls when you count parents and siblings – that’s the size of a small congregation. When Our Shepherd opened, the goal was to serve 50 children and their families. Many of us were surprised to learn that Our Shepherd is actually at full capacity with 120 children – plus, there are 40 to 50 children on the waiting list! That’s 40 to 50 more families we could be serving.
We also asked Jeff to show us where the Our Shepherd families actually live. (Jeff) I did the same thing for Our Shepherd as I did for Bethany – plotted the addresses of the families we serve. As you can see, families drive from quite some distance to enroll their children at Our Shepherd. And, I’ve also created a map that shows where both the Bethany and Our Shepherd families live. You can see our congregation reaches families throughout the Fox Valley.
What else did we learn about Our Shepherd? One out of every five families at Our Shepherd families are un-churched. That’s 25% higher than the average in Wisconsin. While we do contact them and ask them if they are interested in being baptized, we don’t have sufficient staff to regularly connect with those families and encourage them to consider baptism or adult instruction. Of the 116 Our Shepherd families that are churched, only 20 families are Bethany members. When we started looking at this, we realized Our Shepherd has enough work for a full-time pastor right now.
In addition to looking at the demographics of our community, our congregation and Our Shepherd, our team has also taken a look at our budget. Here are a couple of ‘a-ha!’ moments from that work…
We usually think of Bethany and Our Shepherd separately… One of our ‘a-ha!’ moments was to look at the two organizations together – because we really are part of the same family. When we did that, we realized that our combined budgets are $1.1 million. Bethany’s budget is about 40% of that and Our Shepherd’s budget is about 60% of that.
Each year, Bethany pays $36,000 toward Our Shepherd’s mortgage debt. This contribution represents about 8% of Bethany’s budget and contributes about 4% to the Our Shepherd budget. Our Shepherd also invests money back into Bethany each year. Last year, Our Shepherd invested more than $29,000 into Bethany facility improvements, programs and projects.
Then, when we looked at those budgets together, we also saw that we are investing a lot in ministering to families with young children. In fact, nearly 69% of our budget is devoted to ministries for children under age 18. Clearly, our congregation thinks it is important to minister to children and teens.
By comparison, less than 1% of Bethany’s budget is devoted to local Outreach and Witness.
Next, we looked at what we can learn from our facilities.
The programs we run at both Bethany and Our Shepherd are so successful that we could not simply get rid of one building. We wouldn’t have room for Our Shepherd here at Bethany – and we wouldn’t have room at Our Shepherd for all that goes on here at Bethany. So, we need both facilities to continue to carry out our existing ministries.
Although we aren’t 100% full during services, we have enough attendance on Sundays to feel the pinch of limited space. During Sunday services, there isn’t space for a crying room or even another Sunday school class. It’s difficult to find space to hold program meetings too, and we’ve told you about the waiting list at Our Shepherd. The bottom line is, we’re nearing our capacity.
And, as you know, parking is one of our big challenges. We only have enough parking spaces to accommodate 35% of the church’s capacity. So, when both the parking lot and street are full, it may give visitors the impression that there is no room for them.
After taking a look at facilities, we also took a look at our programs.
We found Bethany offers more than 50 different programs. But, very few connect Bethany and Our Shepherd.
In fact, because our staff is so busy with existing programs, we have very few resources available to support additional outreach efforts.
Finally, we looked at our staffing. Our group interviewed Pastors Henke and Aden, asking them all sorts of questions about their work. We learned that they enjoy their work, but are putting in a ton of hours. We are very, very fortunate to have staff members who are so devoted to Bethany.
As we talked with them, however, we realized that one of our big challenges is that Our Shepherd doesn’t have a dedicated pastor. Both Pastor Henke and Pastor Aden do ministry at Our Shepherd, but that’s not their only responsibility. So, despite our best efforts, we do have a somewhat limited connection between the Our Shepherd families and Bethany.
In that way, Our Shepherd was somewhat better positioned for a ministry that connected Bethany and Our Shepherd when it opened. Back then, Our Shepherd had a dedicated staff minister with the time to reach out to families. Ann Potter – who is the Director of the Our Shepherd - does a great job working with these families. However, it can be hard for her to find enough time to minister to them on top of her responsibilities as Director. The word of mouth and waiting lists are good examples of the effectiveness of this ministry, but more staffing resources would help us share the gospel with these families.
So, now that we’ve had all these ‘a-ha!’ moments… you may be wondering… well, what happens next?
Our team has identified four strategic questions that it needs to answer, in order to develop a strategic plan for the next 5-10 years. First, we need to know how we can best engage our members to share Christ with those outside our faith community. Second, we need to outline the best way for Bethany and Our Shepherd to be connected. Third, we need to figure out how we – as a congregation – can support and prepare for growth. We need to look at how growth will affect our staffing, our resources, our facilities and the engagement of our members. Finally, we need to answer this question: What ministries are we best equipped to offer and develop.
Next week, we will move one step closer to answering those questions when we hold our Listening Session discussion circles. The information from our congregation will help us as we work to answer the four questions I just described. We are also gathering some other data right now. We are surveying Our Shepherd families about their spiritual needs. And, we are interviewing other congregations with two campuses and congregations with child care ministries. Once we have gathered that data, we will begin to brainstorm different ideas for how our future might look.
Please help us with this important work. Join us for one of the discussion circles next week and share your opinions. Members of our team will be asking a series of questions to guide the conversation. We hope to be able to gather your input. Our services will be shortened, to give you time to participate. And, there will be discussion circles after each service. We hope you can join us!