The document discusses establishing redemptive interpersonal relationships as a key principle of purposeful church administration. It emphasizes that administration must be people-oriented and focused on relationships, as people and their needs are central. The pastor must work on developing mature, understanding relationships with parishioners through activities like pastoral calling. Fostering positive relationships between church members and with the community is also important, as it enables the church to better fulfill its mission and provide a setting for redemptive love. Personal dynamics, care, respect, and maintaining boundaries are keys to developing strong relationships.

1. Foundations for Purposeful Church
Administration

2. CHAPTER 1
Church Administration and the
Contemporary Scene
A. The Increase of Administrative
Activities in the Life of the Church.
B. A Common Image of the Pastor as
Administrator.
C. Two Basic Approaches to Church
Administration Today.

3. A COMMON IMAGE OF
THE PASTOR AS
ADMINISTRATOR

4. CHURCH ADMINISTRATOR
1. Carrying out the numerous plans
and programs in the life of the
congregation with the efficiency of a
skilled executive.
2. Attending many meetings outside
the congregation, connected with
denominational and community
affairs.

5. CHURCH ADMINISTRATOR
3. Assuring the financial success of the
church, including building funds and
denominational assessments, as well
as the local budget.
4. Maintaining a favorable public
relations response within the
congregation and community, both to
the church as an institution and to
himself as a leader.

6. CHURCH ADMINISTRATOR
5. Leading the church in building and
property improvement ventures.
6. Running an efficient office with prompt
correspondence, accurate records and
statistics, prompt reports to superiors,
frequent mailings, and an efficiently
managed staff.

7. CHURCH ADMINISTRATOR
7. Cooperating with denominational officials
in carrying out prescribed programs in
his congregation and securing lay
attendance at many meetings away from
home.
8. Serving on denominational boards and
giving leadership to projects beyond the
congregation (e.g. summer camps).

8. CHURCH ADMINISTRATOR
9. Encouraging “activities” in the many
organized groups of the congregation,
including trying to surpass the activity
level of the previous year in every
group in the church.
10. Securing the right leadership to move
any program rapidly and monthly.

9. CHURCH ADMINISTRATOR
11. Functioning as a personnel expert in
“handling opposition” within the
congregation, so that it neither slows
down the program nor “harms the
church.”
12. Mixing well with social, business,
community leaders/people’s
organizations, and ecumenical
groups/organizations.

10. CHAPTER 2
Church Administration and the
Nature of the Church
A. Administration Requires a Clear
Understanding of the Purpose of the Church.
B. Biblical Precedent Relates Church
Administration to the Nature of the Church.
C. Contemporary Pressures Require the Church
to Define Its Nature.
D. Possible Approaches to Defining the Nature
of the Church.

11. QUALIFICATIONS OF THE
CHURCH ADMINISTRATOR:

12. CHURCH ADMINISTRATION
1. He/she must be one who shares
with his/her group a common
understanding of its purposes and
objectives.

13. CHURCH ADMINISTRATION
2. He/she must have a
comprehensive understanding of
his/her field, so that he/she can
determine what means will
contribute to the achievement of
these objectives.

14. CHURCH ADMINISTRATION
3. He/she must be able to work
well with other persons whose
contributions are as essential as
his/her own.

15. CHAPTER 3
The Nature and Mission of the
Church
A. The Church as God’s Chosen
community.
B. The Church as the Body of Christ.
C. The Church as a Fellowship of
Redemptive Love.

16. THE NATURE AND MISSION OF
THE CHURCH

17. CHURCH ADMINISTRATION
1. The Church as God’s Chosen
Community (The central concept of the
Old Testament).

18. CHURCH ADMINISTRATION
a. The church is of God;
b. The church was chosen for the purpose
of making known God’s love; and
c. The church was a community of persons,
the people of God.

19. CHURCH ADMINISTRATION
1. The Church as God’s Chosen
Community (The central concept of the Old
Testament).
2. The Church as the Body of Christ (The
most comprehensive and significant
concept of the New Testament).

20. CHURCH ADMINISTRATION
a. The Church is Christ’s Body; Christ is the
Head of the Church;
b. The Corporate Unity of the Church;
c. The Church as a Continuation of Christ’s
Ministry; and
d. The Church as a Living Organism.

21. CHURCH ADMINISTRATION
1.The Church as God’s Chosen
Community (The central concept of the Old
Testament).
2. The Church as the Body of Christ (The
most comprehensive and significant
concept of the New Testament).
3. The Church as a Fellowship of
Redemptive Love (A common mission of
both concepts).

22. CHURCH ADMINISTRATION
a. Church members strengthen one
another’s faith;
b. The unity of the fellowship enables the
church to be a ministering community to
the world; and
c. Each person is strengthened to be a
witness for Christ as he goes about his
vocation and daily tasks.

23. CHAPTER 4
D. Goals and Principles of
Purposeful Church Administration
B. Purposeful Church Administration
Rests upon a God-centered, Person-
Oriented Polarity Principle
C. Steps in the Administrative Process
A. A Definition of Purposeful Church
Administration

24. PURPOSEFUL CHURCH
ADMINISTRATION
“The involvement of the church in the discovery
of her nature and mission and in moving in a
coherent and comprehensive manner toward
providing such experiences as will enable the
church to utilize all her resources and personnel
in the fulfillment of her mission of making known
God’s love for all human beings.”

25. 3 DISTINCT ELEMENTS:
1. This definition clarifies the overarching
concern of church administration is the
fulfillment of purpose, to “let the church
be the church.”

26. 2. This definition is
comprehensive, viewing the
administrative task as
concerned with every aspect
of church life and seeking to
coordinate every experience
toward one unified purpose.

27. 3. This definition involves all members of
the church in administrative
responsibilities.

28. PURPOSEFUL CHURCH
ADMINISTRATION
1. GOD-CENTERED
2. PEOPLE-ORIENTED

29. Is to acknowledge God as the source and
life of the church’s mission.
TO BE GOD-CENTERED

30. TO BE PEOPLE-ORIENTED
Is to recognize that “God so loved the
world” that he sent his own son to make
known his love for all human beings.
The church is not only an institution but a
ministry to persons.

31. THE CHURCH EXISTS TO PLEASE GOD
RATHER THAN HUMANS.
PURPOSEFUL CHURCH ADMINISTRATION
MUST BE GOD-CENTERED.
1
2
3
A CAREFUL STUDY OF THE SCRIPTURES IS
ESSENTIAL.
THE ESTABLISHMENT OF A VITAL PERSONAL
RELATIONSHIP TO GOD.
4
MISSION AND EVANGELISM ARE SEEN AS
FULFILLMENTS OF THE CHURCH’S PURPOSE.

32. PURPOSEFUL CHURCH ADMINISTRATION
MUST BE PEOPLE-ORIENTED.
1
2
3
PROGRAMS AND ACTIVITIES ARE KEPT IN THEIR
PROPER PERSPECTIVE.
IT UNDERSCORES THE IMPORTANCE OF PERSONAL
RELATIONSHIPS AS A MEANS OF COMMUNICATING
THE GOSPEL.
IT LIFTS UP THE IMPORTANCE OF PASTORAL CARE
AND INTER-PERSONAL RELATIONSHIPS IN THE LIFE
OF THE CHURCH.
4 ALERTNESS TO REDEMPTIVE OPPORTUNITIES IN
GROUP MEETINGS.

33. EVANGELICAL CHRISTIANITY.
The Cross:
THE UCCP
The Cross:
Called to bring
the lost into
relationship with
Christ.
“EVANGELISM”
Primary
Concern is
personal
relationship
with God.
Primary
Concern to
make all
Creation
New.
Called to build
Gods Kingdom
where love and
justice prevail.
“MISSIONS”.
Love the
Lord your
God with all
your heart
and with all
you soul with
all your mind
with all your
strength.
Love your
neighbor
as yourself

34. GOALS AND PRINCIPLES OF PURPOSEFUL
CHURCH ADMINISTRATION
1. To secure understanding of and commitment to
the Christian faith.
2. To coordinate all experiences and activities so that
they are mutually supportive of one another, as well
as of the common mission of the church.
3. To see every aspect of church life as an
opportunity to minister to persons.
4. To understand the surrounding culture and to
communicate effectively to it.
5. To involve all members of the church in the
work of a ministering community.

35. HOW TO DEVELOP THESE PRINCIPLES?
1. Building a Spiritual Foundation through
Worship and Study.
2. Establishing Redemptive Interpersonal
Relationships.
3. Providing for the Creative Functioning of Small
Groups in the church.
4. Equipping Lay People for Leadership and
Service in the church’s ministry to the world.
5. Strengthening the church by coordinated,
comprehensive planning.
6. Utilizing all available resources.

36. 1. Build a Spiritual Foundation
through Worship and Study

37. A. THE IMPORTANCE
It is only through meaningful worship and a study
of the Christian faith that the church can gain an
understanding of her nature and mission.
Without worship and study, a church can still
become a great institution, but not an authentic
Christian church.

38. 38
B. BEGIN WITH THE CHURCH
ADMINISTRATOR
1. A vital personal worship
experience is essential
for the minister.
• The minister must not
only know God, but he
must have a living
relationship with Him.
• Daily prayer and
personal worship and
bible study must be a
part of his life
2. Continual study is required
of the minister administrator.
• His/her own insights in the
gospel must be clear and
conitnually growing
• No matter how numerous
other demands on the
minister may be, nothing
should rob him of his
regular study hours

39. C. WORSHIP MUST BE
KEPT CENTRAL AND
VITAL IN THE LIFE OF THE
CHURCH

40. 1. Corporate public worship is
basic to the life of the church.
• Christian worship is a unique activity of the
church.
• The church administrator must resist all
pressures to hide worship in the shadow of
a mountain of other activities.
• Worship must be a significant experience for
the whole church.

41. 2. The minister’s responsibility
for corporate worship
• According to John Irwin, “In public worship
it is the people who do the worshipping.
The minister cannot do the worshipping for
them. It is his function to provide the form
and select the materials so that they may
perform their worship.”

42. 3. The sacraments must be
duly administered.
• The minister must administer the
sacraments in a way that the people
may worship through them as truly
as through the order of worship.

43. 4. The leadership of each service
of worship is important.
• The leader must come to the
service prepared in spirit as well as
having prepared the materials to be
used in the service
• His dress and manner must not call
attention to himself.

44. 5. Enlarging the congregation’s
understanding of worship.
• One of the concerns of the church
administrator is how to maintain a
continually deepening appreciation
of the necessity of worship
throughout the church.

45. 45
The teaching ministry is
implied by the very nature of
Christianity.
• Every Christian is a
student (disciple)
and teacher
(apostle) based in
the example and
the commission of
Jesus.
• The call to teach is
as basic as the call
to preach.
The administrator’s
responsibility as a teacher
• Through the
pulpit
• Through training
for church
membership
• Through special
courses
D. STUDY IS REQUIRED OF THE WHOLE CHURCH
IF IT IS TO UNDERSTAND AND FULFILL ITS
MISSION

46. 46
Christian education is needed by
the whole church.
• The goal and scope
of Christian
education must be
clearly understood
• The minister’s
relationship to
Christian education
in the local church
D. STUDY IS REQUIRED OF THE WHOLE CHURCH
IF IT IS TO UNDERSTAND AND FULFILL ITS
MISSION

47. E. THE RELATIONSHIP OF WORSHIP AND STUDY TO
THE LIFE OF THE CHURCH AS A WHOLE
Basic to the achievement of the mission of
the church in making known God’s love to
all people is the involvement of the whole
church in meaningful worship and in a vital
study of the Christian faith.
47

48. Just as surely as the accurate use of
mathematics is basic to the scientist, so
is the building of a spiritual foundation
in the church through worship and
study basic to the church
administrator.
If this basic principle is neglected, the
church cannot and will not understand
its mission, and hence, can never
achieve it.
48

49. 49
BEST PRACTICE OF A
CHURCH ADMINISTRATOR
Time Management
• Set a time for the
following
• Study and meditation
• Pastoral care and
counseling
• Days of rest

50. RECOMMENDATIONS
50
A church
administrator must
be a good role
model of personal
worship and Bible
study to his/her
congregation.
A church
administrator
must take the
time to take care
of himself/herself
to be able to
carry out his/her
tasks.
A church
administrator must
surrender his/her
plans to God and let
God show God’s
marvelous ways to
him/her and to
his/her church.

51. Establish Redemptive Inter-Person
Relationships

52. A. THE IMPORTANCE
God- centered, person oriented church
administration must be concerned about
redemptive interpersonal relationship, since
persons and their needs are the raw material
of administration.

53. 53
• The church must also offer the quality of relationship that
will be strengthening and accepting to the deformed
personality, who may thus be reformed and transformed
through such relationship.
• Paul Johnson has a book psychology of pastoral care…
When a pastor is appointed to a new church, where is
he/she to begin? He/she could begin by seeking to
discover the problem areas of the church? (Budget,
inadequate facilities, irregular board and committee
meetings, faltering church organizations).
• Johnson rightly observes that such a problem- centered
approach may be more active than effective.

54. B. THE PASTOR MUST BE A MATURE
PERSON
• The quality and depth level of the pastor’s
interpersonal relationships is a more important factor
in life of the church than is commonly supposed.
• If the pastor’s personal relationships are deep and
positive, a significant avenue is open for the church to
move toward the achievement of her mission of
making known God’s love.
• The pastor must show evidence of a genuine concern
for persons, communicating a sincere desire to
understand them, and offering Christian love through
the relationship, even when differences of opinion are
sharp.

55. B. THE PASTOR MUST BE A MATURE
PERSON
• The pastor must therefore be a mature person
and possess a reasonable degree of self-
understanding.
• Immature pastor may also cut himself off from
any helpful continuing personal relationships by
demonstrating his/her own lack of depth and
understanding.

56. C. THE IMPORTANCE OF PERSONALITY
DYNAMICS FOR CHURCH
ADMINISTRATION
• The pastor who is aware of these will be better
equipped to establish positive interpersonal
relationships and to provide the opportunity for
the kind of experiences that will build positive
relationships among church members.

57. C. THE IMPORTANCE OF PERSONALITY
DYNAMICS FOR CHURCH
ADMINISTRATION
1. Personality, Attitudes, and Feelings Are the Results
of a Lifelong Multiplicity of Personal Experience.
2. Person Cannot Be Understood Apart from Their
Social and Group Relationships.
3. Every Person Has a Basic and Inescapable Need for
Love and Understanding.
4. No Person Can Be Understood Apart from the Goals
and Values Toward Which He Strives
5. Persons Are Capable of Change and Growth.

58. D. THE PASTOR’S RELATIONSHIP WITH
PERSONS
• A person- oriented approach to a church
administration calls for the development of
significant personal relationships between
pastor and people.
• The plain fact is that the pastor’s relationship to
his/her people is one of the key factors in any
congregation’s ability to reach persons on a
deep level of understanding in which the
meaning of redemptive love is taken seriously.

59. D. THE PASTOR’S RELATIONSHIP WITH
PERSONS
1. Is Pastoral Calling Really Necessary?
2. Objectives of Pastoral Calling.
3. What to Do on a Pastoral Call.
4. Values of Pastoral Calling.

60. E. ESTABLISH REDEMPTIVE
INTERPERSONAL RELATIONSHIP
BETWEEN CHURCH MEMBERS AND
COMMUNITY MEMBERS
• As a church members have contacts with each
other, their lives should be mutually enriched
and their understanding of Christian Love
enlarged.
• The church should provide the setting in which
relationship can take place.
• People need to know one another, to work and
serve together, to share their common hopes,
fears, and faith.

61. BEST PRACTICE
Developing Relationships
• Establish boundaries
• Be an active listener
• Show the other person respect at all times
• Maintain a positive attitude
• Pastoral Care and Counseling

62. rovide for the Creative Functioning
Small Groups in the Church

63. A. THE IMPORTANCE
Kenneth Benne of Boston University has
suggested that small groups are essential to
accomplishing four basic tasks:
1. PROBLEM-SOLVING.
The church is engaged in problem-solving on
many levels, personal, organizational,
institutional and social.

64. A. THE IMPORTANCE
2. PLANNING.
This is a continuous activity within the life of
the church, since all its group are confronted
with planning responsibilities.
3. PRODUCING CHANGE IN PERSON.
The Church must be concerned with groups for
its very existence calls for change person.

65. A. THE IMPORTANCE
4. PROVIDING PERSONAL STABILITY.
To find an atmosphere and relationship to
persons where one feels “at home” “wanted”
“accepted” and where one is free to be
“himself” or ‘herself”.

66. B. GROUP DYNAMICS
Group dynamics is a disturbing and provocative
term for many pastors. It is often a
misunderstood term. Those who hold it in
disdain refers to it as “grope” dynamics, by
which they imply it is a pooling collective
ignorance, which advocates “groupthink over
individualism”.

67. C. PRINCIPLES
1. Every person needs to be made to feel “at
home” in the group.
2. Group consciousness of the goal of the group
is essential.
3. Growth of a person and achievement of tasks
must be dual concern of every group.
4. Every person bring to each new group many
impressions and factors from the previous
groups of which he has been a member.
5. “Hidden Agenda” commonly interferes with
group functioning.

68. D. OPPORTUNITIES FOR GROWTH
THROUGH COMMITTEE RELATIONSHIPS
• The administrator’s own attitude toward
committees will be a determining factor. He
may view committees as necessary “cogs” to
keep the church machinery turning, or as
avenue through which to minister to person
while enabling them to perform a useful
Christian service.
• Committee should be seen as a means of
ministering to and through person.

69. E. GUIDELINES AND PRINCIPLES FOR
SMALL FELLOWSHIP GROUP
1. Continuity and faithfulness of the members are
essential for an effective group.
2. A basic qualification for membership in such group is a
desire to grow.
a. Self-understanding
b. Understanding and acceptance of other persons
c. Understanding Christian faith
d. In a personal and experiential meeting of God
e. In making responsible Christian decisions at work,
home, and among people in society, church and
community.

70. E. GUIDELINES AND PRINCIPLES FOR
SMALL FELLOWSHIP GROUP
f. In the capacity to give one’s self in love in the service
of God and of other persons.
3. The maturity and skill of the leader will be a
determinative factor in the group’s life, and the leader
should be carefully selected and trained.
4. Each group will need to establish its own pattern and
frequency of meeting.
5. Mutual concern of the member for one another, and
the full free participation of all members are essential.

71.  10 minutes
 Coffee Muna
 Come back in 10 minutes
NOT IN GOD’S TIME

72. ip Laypeople for Leadership and S
the Church’s Ministry to the Worl

73. A. THE IMPORTANCE
• 1 Peter 2:9; Ephesians 4:11-16
• Good Church Administration, genuinely
concerned about the fulfillment of the
mission of the church must include the
equipping of laypeople for leadership and
service as one of its primary concerns.

74. B. DIMENSIONS OF LAYMINISTRY
The dimensions of the lay ministry are
threefold, involving a ministry to one another
within the church, a strengthening of the
church’s witness as a Christian community
outside of the church, and an exerting of
Christian influence on the world through the
vocational and personal life.

75. B. DIMENSIONS OF LAYMINISTRY
INVOLVING A MINISTRY TO ONE ANOTHER
WITHIN THE CHURCH
The New Testament is quite clear that Christians
are to ‘’bear one another’s burdens’’ and
strengthen one another’s faith. Love for the
brothers and sisters is an assumed attitude of
every Christian. Care of the sick, the needy,
widows, and the orphans soon became well-
known outward and visible manifestations of
Christian love in the early centuries.

76. B. DIMENSIONS OF LAYMINISTRY
A STRENGTHENING OF THE CHURCH’S
WITNESS AS A CHRISTIAN COMMUNITY
OUTSIDE OF THE CHURCH
H. Richard Niebuhr emphasizes as he delineates the
meaning of his “new, emerging concept of the
ministry”, that of the “pastoral director”, that her/his
first function is that of building or ‘edifying’ the church;
s/he is concerned in everything that s/he does to bring
into being a people of God who as a church will serve
the purpose of the church in the local community and
in the word.

77. B. DIMENSIONS OF LAYMINISTRY
AN EXERTING OF CHRISTIAN INFLUENCE ON
THE WORLD THROUGH THE VOCATIONAL
AND PERSONAL LIFE
The church exists not for its own sake of the
world. Bishop Ralph Alton is right when
declares, “that the effectiveness of the Church
is not to be measured by what happens to it as
an institution, but by its impact on society.”

78. C. SUGGESTIONS
1. Impart a growing Christian
understanding and motivation to all
persons related to the church.
2. Discover and utilize church members
who will lead and train their fellow
church members in Christian service.
3. Providing adequate training for the
particular responsibilities given to
church leaders and members.

79. C. SUGGESTIONS
1. Provide a personal, growing experiences in
understanding the meaning of the Christian faith.
2. Impart a growing Christian understanding and
motivation to all persons related to the church.
3. Discover and utilize church members who will
lead and train their fellow church members in
Christian service.
4. Providing adequate training for the particular
responsibilities given to church leaders and
members.

80. rengthening the church by coordina
comprehensive planning.

81. ADMINISTRATIVE PROCESS

82. ADMINISTRATIVE PROCESS
1. Recognition of need
2. Planning
3. Organizing
4. Stimulating and Implementation
5. Evaluating

83. I. Recognition of Need
1. The more clearly the church
understands its central purpose, the
more likely it is to recognize any
specific need related to that purpose.
2. The closer any need is to the central
purpose of the church the clearer and
more widespread is likely to be the
recognition of it.

84. I. Recognition of Need
3. There is no substitute to a firsthand
exposure to basic need as a means of
helping people to recognize it.
4. A careful study of any area of
proposed need with a widespread
presentation of the findings of the
material presented will often be of
great assistance in leading to a
recognition of a need.

85. I. Recognition of Need
5. Widespread discussion across the
church is often an effective means of
awakening an awareness of a need.
6. Probably the least desirable method
of trying to get approval of a given
need as being basic is to prepare,
publicize, and promote some specific
plan to answer some need not yet
recognized.

86. II. Planning
1. It must begin with a clear statement
(widely distributed) of the problem as it
has been recognized and defined by
the congregation.
2. Planning must be based on facts, the
soundest and most revealing set of
facts that can be obtained.

87. II. Planning
3. Planning involves projecting one’s
thoughts from the present to the
future, from the known to the unknown.
4. After the fact-finding and consultations
are complete, and after the imaginations of
many persons have ranged far and wide
over the alternative courses, the proposals
and suggestions must be narrowed down.

88. III. Organizing
1. What? What needs to be done to
actualize the plan? What is the best
way to confront the entire membership
with the matter at hand?
2. When? When should the plan be put
into operation? Is it urgent? How much
time is needed? How long will it take to
complete it?

89. III. Organizing
3. Who? Who are the responsible
persons? Which committees are
involve? How many persons are
needed? Do they have enough training
to do the task?
4. Follow through. “Follow-up” teams.
5. Accurate records. “SMARTER” Plan.

90. IV. Stimulating and Implementing

91. IV. Stimulating and Implementing
1. It is important. To secure all workers
early and to arrange adequate training
for them.
2. Clear communication with all workers is
vital.
3. On the job supervision is called for in
executing any plan.

92. IV. Stimulating and Implementing
4. One aspect of stimulating action is
keeping on the time schedule unless
significant circumstances should make a
change advisable.
5. Keeping the congregation informed is
always a stimulant to action.

93. HOW?

94. 1. How to Create a
Recognition of the Need
for Long-range Planning?
I. RECOGNITION OF NEEDS

95. “The Church must first be made aware
that there exists an area of concern that
ought to claim its attention
if it is really Christian.”
1. A Crisis Situation
2. “Dream out Loud”
3. Study Analysis of the Current
Situation of the Church
4. Small Discussion Groups
5. Pastor’s Personal Experience
6. The Context of our Mission/BTR

96. 2. Who should be Involved
in Making Long-range Plans
for a Congregation?
II. PLANNING

97. 1. Administrative Pastor
2. Other Church Workers
3. Office Staff and Volunteers
4. Council Officers and Members
5. Officers of CROs
6. Lay Preachers
7. Church and School Board(s)
2. Who should be Involved
in Making Long-range Plans
for a Congregation?

98. NOW VISION
(adhikain)
MISSION
(tungkulin)
STRAT
PLAN
A responsible, empowered,
self-reliant and caring
community of Christian
believers committed to the
pursuit of a transformed
church and society towards
an abundant and
meaningful life for all
Establishing and uniting
the community of faith
for the proclamation of
the Gospel of our Lord
Jesus Christ towards the
transformation of both
church and society.

99. UNITED CHURCH OF CHRIST IN THE PHILIPPINES
OGSM
An Integrated Planning System,
Method , Approach & Tool

100. WHY is it important to establish the
OGSM?
• It provides a framework for being intentional about
achieving what God has called us to do
• It puts actions to vision
• Stewardship: it creates focus and accountability
• Less burn out; restricts (focuses) our activities to the
most critical things we need to do per year
• Creates an unemotional and fact based view
(measures) of our progress towards the vision

101. OBJECTIVE(S)
Top Church-Wide Imperative(s) (must do’s).
Derived from the over-all Thrusts
GOALS
Key Imperative, Targets, Priorities.
Key Results that contribute to/enables
Objectives
STRATEGIES
What we do – Critical Activities, programs,
Initiatives – to achieve a desired result.
How we will achieve Goals
METRICS Measures of success per Strategy and Goal
UNITED CHURCH OF CHRIST IN THE PHILIPPINES

102. GOALS (Activities, Programs, Initiatives to
create desired result for each
objective)
TARGET
DATE
SUPPORT
NEEDED
ACCOUNTABLE METRICS/
MEASURES
THRUST:
OBJECTIVE(S):
Use the SMART principle
UNITED CHURCH OF CHRIST IN THE PHILIPPINES
STRATEGIES

103. WHAT
What is it we want to achieve?
HOW
How are we going to do it and how
do we measure success?
OBJECTIVES GOALS STRATEGIES MEASURES
ASPIRATIONS
What is it we want to
achieve?
TARGETS
Setting goals that are
SMART
ACTIONS
What do we need to do
in order to achieve the
goals?
OUTPUTS
What is it that indicates
we have achieved our
objective?
The strategies are the inputs and the measures are the outputs. The strategies should deliver the goals and
the measures should tell if the objective is met.

104. 1. To review, correlate and strengthen the varied roles,
functions and structures of different institutions,
organizations and judicatories of the church towards
unity and coherence.
2. To strengthen and nurture the understanding,
commitment and capacity of our Spirit-filled
constituency to carry out the prophetic ministry and
basic ministries: Preaching, teaching and healing, of the
church as a manifestation of our common identity and
ownership.
3. To formulate and operationalize a comprehensive
stewardship plan to support the ministries of the church
(Human Resource and financial).
CHURCH WIDE OBJECTIVES (Output of
the Stakeholders Meeting)

105. Pre-requisites of an effective OGSM
1. Clear understanding of your role in
the achievement of the Vision and
Thrusts of the Church
2. Clarity of scope and limitations
3. Clarity of responsibilities

106. 3. How Do We Organize?
III. ORGANIZING TO ENABLE IDEAS
TO BECOME REALITIES

107. 1. When?
2. How?
3. Who?
4. What?
3. How Do We Organize?

108. GOALS (Activities, Programs, Initiatives to
create desired result for each
objective)
TARGET
DATE
SUPPORT
NEEDED
ACCOUNTABLE METRICS/
MEASURES
THRUST:
OBJECTIVE(S):
Use the SMART principle
UNITED CHURCH OF CHRIST IN THE PHILIPPINES
STRATEGIES

109. Pre-requisites in using OGSM
MONITORING Template:
UNITED CHURCH OF CHRIST IN THE PHILIPPINES
• Plans using the OGSM framework preferably be in Excel
program – to maximize the use of spreadsheet
 People accountable to monitor/assess and report must be familiar
with excel program – particularly with simple commands to: hide
columns, freeze panes, print selection and “secure sheets” to
prevent over writing of plans and reports
• Plans has to be complete and clear – particularly the metrics
which must define both the quantitative and qualitative
expected result/output
• Open heart & mind – willing to continue improve the plans
(because the template will show not only the result but the
gaps in planning process)

110. Practical Tips
» Prioritize
» Simplify – use words that are easy to understand
» Clarity – avoid using motherhood statements (to test it,
make sure your statements can be easily and objectively
answered by yes or no)
UNITED CHURCH OF CHRIST IN THE PHILIPPINES

111. 4. How Do We Implement?
IV. IMPLEMENTATION OF THE PLAN
IN THE DAY-TO-DAY LIFE OF THE
CHURCH

112. 1. Present the Plan and Budget to
the Church Council for
Approval.
2. Present it to the Congregation
for Confirmation.
3. Small Group Discussions
(Boards and CROs)
4. Monitor and Assess
4. How Do We Implement?

113. OGSM with MONITORING
Template
UNITED CHURCH OF CHRIST IN THE PHILIPPINES
• Using the OGSM planning template, monitoring of
progress of plans is made easy;
• There will be the same TEMPLATE for the plans,
monitoring/assessment of progress and reporting -
ONLY WITH ADDITIONAL COLUMNS in the
OGSM template!

114. Name of Local
Church:
NOTE: for printing purposes, the columns under strategies on target date,
support, accountable may be hidden
OGSM for the Year:
THRUST:
OBJECTIVE:
GOAL
STRATEGIES
METRICS
MONITORING / ASSESSMENT OF PROGRESS
PROGRAM/ACTI
VITIES
TARGET
DATE/S
SUPPORT
NEEDED
PERSON
ACCOUNTABLE
DONE/NOT
DONE/
PARTIALLY
DONE
WHAT WENT
WELL (SUCCESS
FACTORS)
WHAT CAN BE
IMPROVED
(CHALLENGES
ENCOUNTERED)
ANALYSIS ACTION PLAN
The template in Excel

115. The Monitoring Template
MONITORING / ASSESSMENT OF PROGRESS
DONE/NOT DONE/
PARTIALLY DONE
WHAT WENT WELL
(SUCCESS FACTORS)
WHAT CAN BE IMPROVED
(CHALLENGES
ENCOUNTERED)
ANALYSIS ACTION PLAN
• Assessment of plans progress must be done regularly – suggestion: monthly
on a regular date (i.e. every 2nd Monday of the month).
• Monitoring of plans/Assessment is the responsibility of the person
accountable identified in the plan, verified by the Administrative Pastor and
confirmed by the church council during meetings.
• Monitoring may also be done at the Boards and CROs meetings thru
assessment reporting.

116. 5. How to Evaluate?
V. EVALUATING THE PLAN TO KEEP
IT CURRENT

117. REDUCE
*Which of ways, processes,
procedures, programs,
systems, etc. we do that
needs to be reduced well for
the church progress and
become more relevant?
ELIMINATE
*Which of ways, processes,
procedures, systems,
programs, factors etc. we do
that needs to be eliminated
to make the church progress
and become more relevant?
CREATE
(CONTINUE)
What was , processes,
procedures, systems,
programs, etc. should we
create that we have never
done but could be critical to
our growth?
RAISE
*Which of ways, processes,
procedures, systems,
programs, etc. we do that
needs to be raised for the
development and progress of
our church life-work?
E-R-R-C Grid V. Evaluating

118. 6. Utilize All Available Resources

119. A. THE IMPORTANCE
• Purposeful Church administration calls
for the utilization of all resources and
personnel in a coherent and
comprehensive manner in moving
toward fulfilling the mission of the
Church.

120. A. THE IMPORTANCE
• The most important Aspect of
Resource Management is
RESOURCE RECOGNITION.

121. A. THE IMPORTANCE
• RESOURCES TO MANAGE:
a. People
b. Finances
c. Property
d. Technology

122. B. SHARING DENOMINATIONAL
RESOURCES
• A wise pastor will expose himself/herself and
his/her people to the experience of other
churches.
• Sharing and utilizing materials within once
denomination such as Sunday school
materials, Sermon compilation, etc.
• Seminars & Leadership Training
• Program Development

123. C. SHARING ECUMENICAL
RESOURCES
D. RELATING COMMUNITY
RESOURCES TO THE CHURCH
E. KEEPING ABREAST IN RELATED
FIELDS. KEEP ON LEARNING

124. CONCLUSION

125. PURPOSEFUL CHURCH
ADMINISTRATION
“The involvement of the church in the discovery
of her nature and mission and in moving in a
coherent and comprehensive manner toward
providing such experiences as will enable the
church to utilize all her resources and personnel
in the fulfillment of her mission of making known
God’s love for all human beings.”

126. FACILITATING THE RECOGNITION OF THE PURPOSE
OF THE CHURCH BASIC TO MAKING KNOWN GOD’S
LOVE.
PURPOSEFUL CHURCH ADMINISTRATION
OCCURS IN A CHRISTIAN COMMUNITY.
1
2
3
STIMULATING AND COORDINATING EXPERIENCES
AND ACTIVITIES FOR MAKING KNOWN GOD’S LOVE.
DISCOVERING & UTILIZING PERSONNEL &
RESOURCES TO IMPLEMENT MAKING KNOWN
GOD’S LOVE.

127. Essentials of a Purposeful
Church Administration

128. REQUISITES
A Purposeful Church Administration must be:
Christ-centered
Faith-motivated
Bible-based
Polity-guided
Leadership development-oriented
Achievement-focused

129. CHRIST-CENTERED
Aspastors andleadersoftheChurchofJesus
Christ,wemustinternalize:
Who Jesus Christ is Biblically and
Historically?
What the agenda of Jesus Christ is
Theologically and Ethically?
That Jesus Christ called us to be Disciples
and Apostles.

130. Preaching, teaching (parables), healing, performing
miracles, integration, confrontation, organization (disciples
[men & women])
Central Agenda: REIGN OF GOD
P
U
B
LI
C
M
I
N
IS
T
R
Y

131. Faith and
Order:
Our Heritage
FAITH-MOTIVATED

132. BIBLE-BASED
Hebrew Scriptures
 Genesis 1
 Exodus 18:7-27
 Judges
 I Samuel 8
 I Kings 3:6ff
 Amos 7:12-14
 Nehemiah (n. b. 4:15-23)
Judaeo-Christian Scriptures
Matthew 10
John 6:5-14
Acts 2:43-47, 4:32-37, 5:1-11
I Corinthians 11:17-33
I Corinthians 12
III John (Gaius, Demetrius and
Diotrephes)

133. POLITY-GUIDED
Constitution and By-laws
Statutes of the Church (Magna Carta for
Church Workers, General Assembly Actions,
Conference & Local Church Policies)
We have neither any police nor coercive power
but a common and mutual adherence to the
statutes that we covenanted as a Church before
God.

134. LEADERSHIP-DEVELOPMENT ORIENTED
Administer late 14c., "to manage as a
steward," from O.Fr. aministrer, from L.
administrare "serve, carry out, manage," from
ad- "to" + ministrare "serve" (see minister).
Used of medicine, etc., "to give," from 1540s.
“…the Son of Man came not to be served but to serve, and
to give his life a ransom for many.” Matthew 20:20-28

135. Canadian geese take turns at the lead

136. ACHIEVEMENT-FOCUSED
Where are we going?
Where Jesus goes, we go!
The Exodus must lead to
the Promised Land!
The Church is not the end
of the faith journey but
the Reign of God.
There is still a surprise
with the Reign of God…
Quo Vadis, Domine?

137. 1Then I saw a new heaven and a new earth; for the
first heaven and the first earth had passed away, and
the sea was no more. 2And I saw the holy city, the
new Jerusalem, coming down out of heaven from
God, prepared as a bride adorned for her husband.
3And I heard a loud voice from the throne saying,
‘See, the home of God is among mortals.
He will dwell with them;
they will be his peoples,
and God himself will be with them.
Revelation 21:1-3

139. BIBLICAL PRECEDENT RELATES
CHURCH ADMINISTRATION TO
THE NATURE OF THE CHURCH:

140. CHURCH ADMINISTRATION
1 Corinthians 3, 4
1 Corinthians 8
1 Corinthians 12

141. CHURCH ADMINISTRATION
1. What are the specific problems
in the church of Corinth?
2. How did Paul solved the
problem?
3. What are the insights or lessons
that you get from Paul’s
administration?