Introduction 1: Syllabus and Assignments

DEPARTMENT OF EVANGELISM FOR CHURCH GROWTH:

The goal of this course is to familiarize the student with the functions, equipment, materials, methods, objectives and funding of a denomination department of evangelism, equipping the student to be able to establish and operate a highly efficient and fruitful denominational department of evangelism. Principles of biblical management and of spiritual motivation will be discussed. An important part of the course is dedicated to literature as a means of communication, of training, and of mobilization. Discussion will center around how, where, why, when, and what the department of evangelism should and will be.

CHAPTER	LESSON	ASSIGNMENT
1. Introduction 1-2	Syllabus, assignments, objective, goals	Read CBZO
2. Description	A Department of Evangelism	Give an example
3.	Basic Questions 1	Give description
4.	Basic Questions 2
5. Coordinator	Role of a Coordinator	Define your role
6.	Characteristics of a Coordinator
7.	Leadership styles
8.	Leadership Evaluation Test	Do test
9.	Leadership Evaluation Interpretation
10. Managing	Managing a Program 1: Definitions, Aspects ...
11.	Managing a Program 2: Reasons, Authority ...
12.	A Procedure for Planning
13.	Principles of Organizing
14.	Job Descriptions 1
15.	Job Descriptions 2	Write job description
16.	Delegating
17. Leading	Characteristics of Effective Leaders
18.	Leadership and Motivation
19.	A Good Leader	Give job assignments
20.	The Procedure of a Leader
21.	Motivation and Controlling
22.	Procedure for Controlling
23. Resources	The Resource of People
24.	The Resources of Time and Equipment	Establish budget
25.	Finances 1: God’s Plan for Freedom/Prosperity
26.	Finances 2: God’s Plan for Freedom/Prosperity
27.	The Resource of Finances 3: Fundraising
28.	The Resource of Finances 4: Budget
29. Literature	Writing 1: Editorials, General News, Publicity	Do a newsletter
30.	Writing 2: Interviews, Feature Articles ...
31.	The Annual Report
32. Review	Questionnaire
33.	The Final project
34.	Job Description	Hand in job description
35.	Schedule	Hand in schedule
36.	Budget	Hand in budget
37.	Newsletter	Hand in newsletter

A department of evangelism

I. Importance of the Department of Evangelism

A. Evangelism is the very important work in the church.

1. It is a structural answer to the Great Commission of Jesus.

2. Evangelism is the foundation of the church.

B. Evangelizing all the nations is the very great work of the church.

1. It needs organization.

2. It requires qualified personnel.

C. Therefore the priority organ of the church ought to be the department of evangelism.

II. Recent history

A. After independence, many African denominations realized they no longer had evangelists or evangelism as a priority.

B. They saw they had large offices and staff for every phase of church life except outreach.

C. There was no department, no coordinator, no office, no committee, no budget for evangelism.

D. The world was lost, and the churches were not making an impact.

E. The denominations realized that Africa was passing through one of the rare periods where whole populations were responding to the Gospel.

F. The Church was in need of an administrative structure to meet those coming to Christ.

G. Some movements of evangelism created departments of evangelism to meet people’s needs.

1. New Life for All - Nigeria

2. New Life for All - Cameroon

3. Christ for All - Zaire

4. New Life for All - Ghana

5. New Life for All - Liberia

H. Conclusions

1. You are on the vanguard of a new development. You can help form an important department

2. Your department is not stifled by traditions and past practices, but has only the sky as its limit!

3. Network with others and find out what they're doing; don’t ignore the new departments.

4. Don’t ignore the multitude of new departments being established.

5. Find what ministries and approaches that your denomination might also be able to use.

6. Share what might also encourage others and help them to further victories for the Kingdom.

III. A good example - The American Baptist Church of Zaire

A. It began in 1971 under the inspiration and guidance of Reverend Norm Riddle.

B. Before then, many activities, like medical/educational work, were spoken of as evangelism.

C. It focused on evangelizing unreached villages, planting churches, stimulating Church Growth...

D. It developed and trained pastors and holds retreats/seminars for lay people.

E. The director of the department was ex-officio on all the important councils.

F. According to the former director of the department, the key to their successful evangelism was the collaboration between the missionaries and the nationals.

G. Once the department was created, the leaders asked God what their top priority should be.

1. They determined that unreached areas would be their priority and established a program.

2. It involved a lot of work with maps and an ambitious budget.

3. The American Baptist department of evangelism used more money than any other department.

4. They purchased cars, a camper, a pick-up truck and rented a helicopter to reach difficult areas.

H. The department combined with other departments for projects.

1. The department of education worked with them to start, maintain, and evangelize schools.

2. The department of health collaborated with them to give seminars in the villages.

3. They tried to help other denominations begin denominational departments of evangelism.

I. In 1985, only 18 denominations had them; now, 3/4 of the 62 denominations have them.

Basic Questions 1

I. Why have a department of evangelism?

A. To promote the work of evangelism and give the evangelists vision.

B. To coordinate total evangelistic endeavors throughout the denomination.

C. To help mobilize and equip believers for evangelism, discipleship, church planting, & growth.

II. Where should the department of evangelism be located?

A. At the headquarters of the denomination, thus giving accessibility to leadership to leadership for denominational programs.

B. Fellowship as well as official proximity between departments is vital. Thus it should be at denominational headquarters.

III. How do you establish and operate such a department?

A. 1st: Get the denomination to see the need for it and authorize it.

B. 2nd: Organize the department, i.e. personnel and positions.

C. 3rd: Establish your program. Who initiates?

Person	Advantage	Disadvantage
The synod	Authorization	Lack of freedom to act
The coordinator	Freedom	Fear to act

D. 4th: Establish your operating budget and develop how to use it.

E. 5th: Depend on the Holy Spirit and lean upon His leading

IV. When should it be established?

A. As soon as the denomination is willing to authorize it.

B. As soon as the denomination has the funds or authorizes to seek funding.

V. What is a department of evangelism?

· It is the division within the governing body of the denomination responsible for the promotion and the coordination of the work of evangelism throughout the denomination.

VI. What does it do?

A. It seeks to focus the eyes of its constituency on the priority of the work of evangelism and leads them in the necessity of mobilizing the whole denomination for the work of evangelism.

B. It seeks God as to what should be the denomination's top priority in evangelism.

C. It establishes a program to accomplish this priority.

D. It evaluates the program, improves it and keeps seeking what new thing God might want of it.

E. Dr. Mengi Kilandamoko, National Director of the Department of the Life of the Church in ECZ (Church of Christ in Zaire), in a seminar at ICE in 1986 said, "The role of the Dept. of Evangelism and the Life of the Church is first to evangelize the masses and to coordinate evangelism in the denominations of the ECZ by giving directions and counsel to their evangelists." Is this an adequate statement?

VII. What are the obstacles to nationwide evangelism?

A. Interdenominational feuding

B. Doctrinal differences. Evangelical mandate vs. social mandate.

C. Disparate size and power of the denominations. -Dutch Ref. Church in S. Africa.

D. No need felt to evangelize. "Kenya needs no evangelism."

E. Lack of competition among the denominations. Uganda (Anglicans dominate).

F. Lack of including representatives from all denominations at the beginning planning stages for a national movement. Nigeria

Basic Questions 2

VIII. What are the areas of work of a department of evangelism?

A. Administrative functions

1. Set up an office, a base with equipment, resources, personnel, and a budget for the advancement of the Church in all its activities related to evangelization and church growth.

2. Prepare evangelistic projects for synods, plans assuring good participation and support.

3. Prepare an organigram which proceeds from the office, goes to the leaders, and reaches the village lay pastors, so that even the local church people receive the communication.

4. Compile and interpret the annual statistics from all the sections and local churches.

5. Study the big problems and seek to resolve each one with a plan of action.

6. Establish goals to reach exact, realistic figures that correspond to your goals and your projects.

7. Inspire the church to catch the vision that you see so clearly in order that the Church advances.

B. Planning and ministries

1. Discover the location of the villages without lay preachers or pastors.

2. Name the rural teams of evangelists who will evangelize the villages in question.

3. Indicate to the local pastors and deacons the areas where the teams will work, their responsibilities in carrying out a week of evangelism, the strategy necessary to convince the chief to give his support, and the preparations necessary to lead new believers to baptism.

4. Establish the urban zones where your denomination works and which are under-evangelized or not evangelized; indicate the places where local churches must be planted.

5. Name the leaders capable of planting and feeding the new local churches.

6. Help the pastors, the elders and the deacons of neighboring zones to participate actively in the development and the advance of these new local churches.

7. Determine where the little-evangelized or unevangelized tribes are to be found in your zone.

8. Name the teams of evangelists that will evangelize these peoples.

9. Name evangelists to preach for a week in each school of the target region.

10. Name the evangelists who will preach for a week in each local church to encourage its growth.

C. Education

1. Organize portable Bible schools to train lay pastors to assist the believers in the new churches.

2. Organize urban classes in order to train hundreds of elders and deacons who will be responsible for the newly-planted churches.

3. Organize retreats for the pastors of each section; the participants will be inspired and trained in the task of evangelization planned for their section.

4. Prepare literature for Sunday School that concerns evangelism.

5. Prepare or look for Bible studies for all the lay pastors, elders, deacons, and pastors, which will enrich them spiritually for their ministry.

6. Look for training courses already printed in the languages of your region which contain serious Bible studies for lay preachers. There are many such studies under the title, "Theological Education by Extension" (TEE), a course which would well serve your preachers.

7. Prepare or look for follow-up materials that may be used in training new believes to live the Christian life and to integrate into the local church.

8. Procure large quantities of tracts, booklets, brochures, etc. for the evangelistic campaigns.

9. Pray for the discovery of one or more evangelists who have been especially trained by the Holy Spirit for evangelization in the big urban center and for organization of campaigns.

IX. What are the roles played by a department of evangelism?

A. A role of a laboratory, a place of study and research.

B. A major role for the defense of the Christian faith.

C. A principal role of conceiving evangelism plans and preparing the strategy for its success.

1. The Church, being organized, ought to possess a department of evangelism well organized.

2. This dept. is considered as the heart and strategic base of the Church.

3. After having conceived plans, it puts them into action, that is, to shape and inform all activities which concern the denomination in the matter of evangelism.

4. This is to produce the evangelism in our areas, a spiritual revival among our sleeping Christians, the planting of new churches, the training of people for evangelism, the encouragement of Christians, the discipling of new believers.

Leadership styles

Acknowledgment - This has been copied from Training for the Cross-Cultural Mind by Pierre Casse. Published by SIETAR INTERNATIONAL, 1414 22nd St. N.W., Washington D.C. 20037.

Style

Focus

Strengths

Weaknesses

Action

Accomplishment

Feedback

Task Oriented

Practical Matters

Doers - Activity

Getting things done

Results here and now

Goal Oriented

Dependable

Gets job done

Competent

Adjusts to circumstances

Takes responsibility

Organizes for job

Energetic

Efficient

Narrow

Low sensitivity to people

Self sufficient

Impatient-Demanding

Compulsive

Hard to delegate

Opinionated

Action without thinking

Process

Schedule

Details/facts

Reports

Methodical

Analysis

Planning

Focus on means

Refining-fine tuning

Logical-reliable

Quality control

Thinks before acting

Realistic

Advisor-delegates

Reliable-patient

Organizes details

Bridges ideas & actions

Narrow-one track mind

Weak relationships

Logical-fears unknown

Focus on means, not ends

Perfectionist

Indecisive

Too detailed

Thinking without action

People

Getting along

People's needs

People's feelings

Dialogue

Loving

Peace

Harmony

Insightful of people

Sensitive, accepting

Understanding

Sympathetic-Empathetic

Good listeners

Tolerant-encouragers

Sincere

Hard to get jobs done

Affected by others, subjective

Feelings hurt easily

Over emotional, undisciplined

Naive, impulsive

"Yes" person-can't say no

Compromises, avoids conflicts

Idea

Reasons

Ideals

Concepts

Forward looking

Knowledge

Abstract theory

Principles

Stimulator

Quick, critical thinker

Creative, Self-reliant

Innovator, articulate

Idealistic, visionary

Makes declarations

Sees alternatives

Impatient with people

Impractical, too risky

Indecisive, unrealistic

Not a good team worker

Withdrawn, Non-involvement

Dominates, ego-centric

Jumps to conclusions

Blend

Jack of all trades

Variety of issues

Movement

Wide expanse of interests

Diversity

All of the above, but not intensive

Communicates with all

Adjusts quickly-versatile

Instigator-change agent

Understands other perspectives

Bridge builder

Flexible-facilitator

Accommodating

No special skills

Lacks depth

Tends not to finish

Can't say no

Superficial

Unpredictable, confusing

Hesitant on decisions

Goes in many directions

Leadership Evaluation Test

Self-test - There are 80 statements which are grouped in pairs. Write in the block to the left the number next to the statement which is most typical of you. There are no wrong answers. Make your choice as spontaneously as possible. Only one item of each pair is to be selected, so you should have 40 numbers at the end of the exercise.

	1. I like action. 2. I deal with problems in a systematic way.		41. I search for challenge tasks. 42. I rely on observation and data.
	3. I enjoy change very much. 4. I believe that teams are more effective than individuals.		43. I can express my feelings openly. 44. I like to design new projects.
	5. I enjoy working with people. 6. I am more interested in the future than in the past.		45. I enjoy reading very much. 46. I perceive myself as a helper.
	7. Deadlines are important to me. 8. I like to attend well-organized group meetings.		47. I like to focus on one issue at a time. 48. I like to achieve.
	9. I cannot stand procrastination. 10. I believe that new ideas have to be tested before being used.		49. I enjoy learning about others. 50. I like variety.
	11. I am always looking for new possibilities. 12. I enjoy the stimulation of interaction with others.		51. Facts speak for themselves. 52. I use my imagination as much as possible.
	13. I want to set up my own objectives. 14. When I start something, I like to go through until the end.		53. I am impatient with long, slow assignments. 54. My mind never stops working.
	15. I do challenge people around me. 16. I basically try to understand other people's emotion.		55. Key decisions have to be made cautiously. 56. I strongly believe that people need each other to get work done.
	17. I look forward to receiving feedback on my performance. 18. I find the step-by step approach very effective.		57. I usually make decisions without thinking too much. 58. Emotions create problems.
	19. I think I am good at reading people. 20. I like creative problem solving.		59. I like to be liked by others. 60. I can put two and two together very quickly.
	21. I think about the future often. 22. I am sensitive to others' needs.		61. I try out new ideas on people. 62. I believe in the scientific approach.
	23. Planning is a key to success. 24. I become impatient with long deliberations.		63. I like to get things done. 64. Good relationships are essential.
	25. I am cool under pressure. 26. I value experience very much.		65. I am impulsive. 66. I accept differences in people.
	27. I listen to people. 28. People say that I am a fast thinker.		67. I like to be intellectually stimulated. 68. Communicating with people is an end in itself.
	29. Cooperation is a key word for me. 30. I use logical methods to test alternatives.		69. I like to organize. 70. I usually jump from one task to another.
	31. I always question myself. 32. I like to handle several projects at the same time.		71. Self-fulfillment is a key word for me. 72. Talking and working with people is a creative act.
	33. I learn by doing. 34. I believe my head rules my heart.		73. I enjoy playing with ideas. 74. I dislike wasting my time.
	35. I do not like details. 36. I can predict how others may react to a certain action.		75. I enjoy doing what I am good at. 76. I learn by interacting with others.
	37. Analysis should always precede action. 38. I can assess the climate of the group.		77. I am patient with details. 78. I find abstractions interesting and enjoyable.
	39. I perceive myself as decisive. 40. I have a tendency to start things and not finish them.		79. I like brief, to-the-point statements. 80. I feel confident in myself.

Leadership Evaluation Interpretation 1

I. Self-scoring

Each selected item has to be reported on the four scales reproduced below. Circle the numbers chosen on the test in their appropriate rows. Put the point total in the block provided in the right-hand margin.

Action	1	7	9	13	17	24	26	32	33	39	41	48	50	53	57	63	65	70	74	79
Process	2	8	10	14	18	23	25	30	34	37	42	47	51	55	58	62	66	69	75	77
People	4	5	12	16	19	22	27	29	36	38	43	46	49	56	59	64	68	72	76	80
Idea	3	6	11	15	20	21	28	31	35	40	44	45	52	54	60	61	67	71	73	78

II. Self-interpreting

Count the number of numbers chosen (do not add the actual numbers) for Style 1, record it next to the words, "Style 1." Do the same for Style 2, Style 3, and Style 4. The maximum is 20 for one style, and the total for all four styles is 40.

· My primary communication style is

· Three of my strengths are

· These three strengths help me contribute to my organization and to my relationships by

· Three limitations most often seen by others are

· These limitations hinder my ministry because

· The limitation I most need to improve upon to benefit my ministry relationships is

· In addition to prayer and Bible study, three activities which will help overcome the limitation in #6 are

III. Group scoring

Your leader will ask you how many in the total group had "action" as their highest score. That number is recorded. The other styles are also recorded by their highest group scores. This is the primary group. Then, the second highest scores are recorded; this is the secondary group.

Totals	Action	Process	People	Idea	Blend
Primary Group
Secondary Group

IV. Group evaluation

· What are the strengths of the group? How do they affect ministry goals?

· What are the limitations of the group? How do they affect ministry goals?

· How are relationships and communications affected?

· Who will be most and least understood? Why?

· What changes do you suggest?

V. Evaluation of another

If you communicated a new project, how would you approach a person if they were:

Action oriented?

Process oriented?

People oriented?

Idea oriented?

Blend oriented?

Briefly and concisely

Show practicality

Give a deadline

Do not give whole picture

Thoroughly & well-thought

Present detailed schedule

Give pertinent analysis

Ask him to adjust, develop

how it will help people

He is needed.

Casually, informally

open, sharing your heart

It is a problem to solve

It will improve people

Express in abstract terms

Present thoroughly

Determine what to expect

Communicate what you think specifically

Asking for his opinion.

Managing a Program 1: Definitions, Aspects, Philosophy, Principles

I. Definitions of management

A. Managing is getting things done through other people.

B. A manager “is an executive responsible for the outcome of a product or a project.” (Engstrom & Dayton. The Christian Executive)

C. Management is “guiding human and physical resources in dynamic organizational units which attain their objectives to the satisfaction of those served and with a high degree of morale and a sense of attainment on the part of those performing the service” (Lawrence Appleby). “Management is a ministry to and with people, not a manipulation of them.” (John Alexander. Managing Our Work)

D. Planning is pre-determining a course of action - what, why, where, when, and how it should be done; finally, who should do it.

II. Four major aspects of management

A. Planning and strategizing: predetermining a course of action.

B. Organizing: placing people into a structure to accomplish goals.

C. Leading: causing people to take effective action.

D. Controlling: assuring that performance conforms to plan.

III. Philosophy of management

A. What a manager believes about management is important.

B. Know why you do what you do.

C. The elements of a philosophy of administration

1. View of mankind

2. View of authority

3. View of organization

4. View of management (functions, opportunities, challenges)

IV. basic principles of management (Lawrence Appley)

A. Identify the people of an organization as its greatest asset.

B. Make a profit (produce growth) to continue serving (for profit-making organisations)

C. Approach every task in an organized manner so that the outcome will not be left to chance.

D. Establish definite, long- and short-range objectives to insure greater accomplishment.

E. Secure full attainment of objectives through understanding and acceptance of them by others.

F. Keep members of the team well-adjusted by seeing that each one knows what is to be done, how well it is to be done, what his or her authority is, and what the work relationships with others should be.

G. Concentrate on improvement through regular review of performance & potential. (Evaluation)

H. Provide opportunity for guidance in self-development as a fundamental of institutional growth.

I. Maintain adequate and timely incentives and rewards for increase in human effort. (Rewards)

J. Supply work satisfactions for those who perform this work and those who are served by it.

V. Reasons why some Christians do not plan

A. They believe that it is worldly and the Holy Spirit should guide without advancing planning.

B. Sculpturing statements of objectives, goals, and standards is hard work. It is much easier to settle for vague generalizations of what we might undertake.

C. Some people are lazy. They are afraid to agree to a job description and to adopt goals and standards which will disrupt their easygoing life style.

D. Reluctance to plan specifically may reflect the person's insecurity. Once shared with other people, our objectives, goals, and standards become criteria by which others evaluate us.

Managing a Program 2: Reasons, Authority, People

VI. Reasons why Christians should plan

A. Because we should lead orderly lives

B. "For God is not a God of confusion, but of peace." 1 Cor. 14:33

C. "Therefore, be imitators of God, as beloved children." Eph. 5:1

D. God's activities are not characterized by confusion.

E. Our activities should not be characterized by confusion.

F. "Everything should be done in a fitting and orderly way." 1 Cor. 14:40

G. Lack of orderliness causes great frustration whereas orderliness helps us to spend our time wisely and not get frustrated.

H. Orderliness requires careful planning and hard work in the strength God gives.

I. Orderliness helps us minister to others better.

J. Orderliness comes when we commit ourselves to doing things God's way.

K. Christ advocates thinking ahead. Lk. 14:28-32

L. We should move toward objectives, not be preoccupied with fighting fires. 1 Cor. 9:24-26

M. Well-developed plans with goals and standards stimulate and challenge a person who can direct his creative energy for that which others depend on him.

VII. Authority: A manager derives his authority from ... Rom 13:1

A. Position. This authority is bestowed upon him by those to whom he is responsible.

B. Character. This must be cultivate. Its growth requires a long time, but it can be shattered overnight. Over the long haul, this is probably the strongest power of all.

C. Personality. Some people have a forceful personality that other people respond to and trust in. Some do not have much of such potential. Those who don't have it can develop it.

D. Competence. This is earned over a long period and is the result of both a record of things done and the spirit in which they are done.

VIII. The manager's most valuable resource: his people

A. Your wife and family. Eph. 5:21-33, 1 Peter 3:7, 1 Tim. 3:4-5

B. Your leaders: the executive committee and the general secretary.

C. Your peers and subordinates.

IX. Tapping the creativity of our greatest resource.

A. Positional distance. A good manager will understand that along with his authority comes a distance from his people. He pays the price of keeping a distance from his people and himself: the weakening of some friendships with those who become his supervisees. A penalty of leadership is loneliness.

B. Positional resistance: what this degenerates into in its advanced stages. Persons thus afflicted automatically resist what comes from their leaders and sometimes express themselves with derogatory comments about those in authority over them. A good manager cannot veto this force any more than a sailor can stop unfavorable winds. But he can adjust for it and set his sails accordingly.

C. Suggestions to tap the creativity of our greatest resources.

1. Develop a productive work environment. (Eph. 6:5-9, Col. 3:22-25)

2. Develop a strong team spirit.

3. Develop good working relationships.

A Procedure for Planning (Campus Crusade, The Ministry of Management)

I. Pray - Seek God's will & appropriate His wisdom for the plan.

A. "If any of you lacks wisdom, he should ask God, who gives generously to all without finding fault, and it will be given to him." Ja. 1:5

B. "I will instruct and teach you in the way you should go; I will guide you with my eye." Ps. 32:8

C. Pray for guidance from Scripture.

D. Pray for information and guidance from fellow Christians. Prov. 11:14,. 15:22,. 20:18

E. Prayerfully make the decision, committing it to God. Prov. 16:3

II. Establish the objectives WHAT?

A. List key facts relating to your plan (guidelines and policies of your organization, target dates, present resources, strategy manuals, needs, problems requiring solutions, other information ....

B. Determine the elements of the objectives, that is, who and what will be effected, the desired outcome, and what will happen when the objective is accomplished.

C. Schedule - Set target dates, particular dates or time segments at which time your objectives should be accomplished.

D. State the objectives - Combine the above elements into one or more concise statements of what you want to accomplish.

III. Determine the program HOW?

A. What must exist at the target date in order for your objectives to be accomplished?

B. What is the summary of your objectives?

C. What will be ongoing and what will be completed when the objectives are met?

D. With what frequency or intensity should things be happening?

E. How far along are you toward what must exist at the target date?

F. Are you picking up anything that was started by someone else?

G. Have you, yourself, begun any work on this project?

H. What specific activities will take you from where you are now to your objective?

IV. Organize - Place people into a structure. WITH WHOM?

A. If you don't organize, what is important will be done ineffectively or not at all.

B. If you organize, your potential to accomplish is greater: “If you fail to plan, you plan to fail.”

C. John Wesley - "The significance of Wesley stems only in part from his preaching; it stems even more from his gift to organize: Each religious society was divided into groups, that is, into classes of 12, which met once a week with a leader. Wesley, at times, used the help of more than 12 different categories of workers to prepare, build, and care for these societies."

D. Dwight L. Moody - "What was the secret of Moody's great success and of the lasting fruit of his work? Besides the working of God's spirit, Moody was a gifted organizer: Every campaign followed a definite plan. He was convinced that to win ten for the work was better than to do the work of ten. Moody had a skill for finding qualified people and putting them to work. Moody said, 'I pray like there was no such thing as planning, and I plan like there was no such thing as praying.'"

E. John Mott - “From Moody, John Mott learned to prepare everything to the very last detail in organizing his meetings. Mott had the unique gift of discovering special people for special tasks.”

Job Descriptions 1

I. Organize work assignments

A. List all activities from your planning schedule.

B. Identify groups of activities that tend to relate to one another. As you work toward your objectives, you will discover activities that will require a close degree of coordination.

C. Put natural groupings under functional or geographic titles, administration, finance, etc.

II. Develop a functional chart

A. Major grouping

B. Groupings subordinate to the major grouping

C. Groupings assisting one or more groupings

III. List all available personnel

A. Strengths

B. Weaknesses

C. Previous experience

IV. Match individuals to their strengths and experience.

A. Place them from the top of the chart to the bottom

B. Try to match one person with every natural grouping.

1. When people are not available, one person may have several groupings.

2. Some individuals may not be able to assume responsibilities for a grouping.

V. Develop an organizational chart.

A. Name the people and state their positions.

B. Draw a vertical line relationship from a major position to a subordinate one.

C. Draw a horizontal line relationship from one position assisting another.

D. Beside each person's name, list the groupings or activities for which he will be responsible.

VI. Consider the principles of a job description.

A. It is viewed as a contract, a document that establishes a commitment between two parties for some measure of service; there is no job description until both sides agree on the terms.

B. Each side should prepare a draft version and meet to discuss a single draft together.

C. It is developed from the top down: No one should have a responsibility that his superior does not have. The full weight of everything rests on the president.

D. It is reviewed once a year to expand the responsibilities and authorities of your people.

VII. Make a questionnaire to define the assignments.

A. Activities - What are my responsibilities?

B. Right of power - What authority do I have?

C. Accountability - To whom do I look for direction?

D. Supervision - Who looks to me for direction?

VIII. Make up the job description.

A. State the title of the job: It reflects what a person does and his position in the organization.

B. Determine the purpose of the job: The purpose should be stated in a summary statement.

C. State the scope of the job: It refers to the geographic or functional boundaries of the job.

D. List areas of responsibility the job encompasses and the activity for each responsibility.

1. Act alone - On his own initiative

2. Act and inform - Inform of the results

3. Act after approval - No action is taken before

E. List working relationships incumbent in the job: "I report to ...," "I work closely with ..."

Job Descriptions 2

IX. a document to answer the following questions:

A. What are my responsibilities?

B. What authority do I have?

C. To whom do I look for direction?

D. Who looks to me for direction?

X. Three significant terms

A. Responsibility: an activity that has been assigned to an individual.

B. Authority: the right or power to act to carry out a responsibility.

C. Accountability: the obligation to carry out a responsibility.

XI. Principles of job descriptions

A. It should be viewed as a contract, a document which establishes an agreement between two parties for some measure of service or performance.

B. Each party should prepare an original draft.

C. Then meet to discuss and agree on its specific content.

D. There is no valid job description until there is a mutual agreement.

E. It should be developed from the top down in any organization.

1. No one should have a responsibility that his superior does not have.

2. This develops a pyramiding framework of accountability within the organization so that the full weight of everything done rests on the shoulders of the president.

F. It should be reviewed once a year to expand the responsibilities and authorities of people.

XII. How to write a job description

A. State the title of the job. It reflects what a person does and his organizational position

B. Determine the overall purpose of the job. The organization chart gives a good summary of the major ingredients in the job. Make a brief summary statement. During the year you may need to add new responsibilities, which can easily be added to the existing document.

C. State the scope of the job. Scope refers to the job’s geographic or functional boundaries.

D. List the specific areas of responsibility job scope and the appropriate authority

1. Act: On his own initiative, not needing approval from his superior.

2. Act and inform: He informs his superior of the results.

3. Act after approval: He acts only after specific approval has been given.

E. List the working relationships incumbent in the job with the following:

1. I report to:

2. Reporting directly to me:

3. I work closely with:

F. Example: Chris Braun’s Job Description

1. TITLE: Church Growth Stimulator and Strategist in the Matadi and Vungu Districts.

2. PURPOSE: To strategize for and stimulate church growth in the Matadi and Vungu districts.

3. SCOPE:

a) Geographical: The Matadi and Vungu districts. In Matadi this would include the zone of Nzanza and a large portion of the zone of Mvuzi. Specifically, the churches of Nzanza, Kabambar and Matondo. Concerning the remainder of Matadi district, he will be responsible for the territory covering Lukala to Mbanza Ngungu.

b) Functional: The strategy and implementation of evangelistic and church growth endeavors, i.e. evangelism campaigns, planting churches, etc.

(1) Training and equipping of church workers.

(2) Preaching and teaching ministries.

(3) Making known the two districts' needs to American constituency.

(4) Enhancing witness potential of Institut Mvibudulu.

Delegating

I. Definition of delegation

A. It is not assigning routine tasks to just anyone who happens to be available.

B. It is the process by which a manager assigns additional responsibilities and authority. It is done such that a degree of burden or personal accountability is produced in the individual.

C. A good example is Jethro's proposal to Moses Nu.11

II. Reasons for delegating

A. If you don't delegate ...

1. Your job will become too big for you.

2. You will carry all the burden when others are looking for the opportunity to share it with you.

3. Your people will become dormant in their jobs not to feeling stretched and challenged.

B. If you do delegate...

1. You will personally benefit from having others share with you in the burdens of your position.

2. Your people will develop self-confidence and a capability to assume more responsibilities.

3. The amount of accomplishments will increase.

III. Principles of Delegation

A. Motivation - It should be an integral part of the delegating process. Your ability to motivate the person to whom you are delegating will, in many ways, determine his success or failure.

B. Timing - Be aware of the personal development of your people and delegate the right amount of new responsibility and authority at the right time.

C. Evaluation - Delegation requires commitment of time and follow‑ through. The hardest task you will do will be to watch another person do something that you yourself could do much more quickly and more effectively. You must maintain a step-by-step control system.

D. Screening - Be aware of actions that tend to contradict, rather than reinforce, delegation.

1. Insisting on making all the important decisions yourself.

2. Giving assignments to be carried out, but not the authority to do the whole job.

3. Taking a problem out of a subordinate's hands when he merely wanted to discuss it with you.

4. Usurping your man's position by giving direction to people reporting to him.

5. Failing to provide pertinent information for him to make the decisions in this area.

6. Countermanding decisions of a subordinate even though he is well within his responsibility.

E. Supervised work - Remember that delegated responsibilities and authority only become real through actual practice, and they cease to exist when they cannot be exercised successfully.

IV. Procedure

A. Preparing - the time spent before the person is confronted about an assignment

1. Activities - Determine which to delegate: list all, rank them by priority, begin with low priority

2. Personnel - Determine to whom you can delegate, list them, assess strengths and weaknesses, assess development and training

3. Match - Match the activities and personnel, strength to assignment, authority to the competent

4. Training - Determine the further training which will be needed to carry out the job.

B. Communicating - the specific time set aside for the initial delegation to take place.

1. A clearly defined statement of activity to be delegated and the extent of authority in this area.

2. A trust in and a commitment to him during the time it takes for him to get his feet on the ground.

3. A vision for the importance of the assignment and a view of its significance in the bigger picture.

4. A procedure for preparing him for new responsibility and the frequency of your meeting with him

C. Observing - the time the person begins his new responsibilities.

1. It is imperative that you be aware of the results of his efforts.

2. Adopt a coaching rather than directive approach.

3. Allow him to play enough for his development.

4. Follow-through sessions should be frequent and informal.

5. Begin with his successes, but do not ignore the problem areas.

Characteristics of Effective Leaders

Appreciative	Nicodemus	Jn. 19:38-42	Obedient	Zaccheus	Luke 19; Jn. 14:21
Attentive	Barnabus	Ac.9:27;11:22-29	Optimistic	Paul	1Cor.15:57;2 Cor.4:16
Authoritative	Samuel	1 Sa. 7:3,15	Organized	Joseph	Gen. 41:38-49
Available	Lydia	Ac. 16:40	Pace Setter	Uriah	2 Sam. 11:11
Bold	Caleb	Nu.13:40; Josh.14:12	Patient	Hosea	Hosea3; Heb. 10:36
Charismatic	Saul	1 Sam. 10:23-24	Persevering	Elisha	2 Kings 2:9
Committed	Mary	Lu.1:36; 2 Chr.31:21	Reliable	James	Ja. 1:1-8; Phil.2:20-21
Communicative	Apollos	Ac. 18:24-26	Respectable	Boaz	Ruth 4:11-12
Confident	Elijah	1 Kings 18	Self-controlled	Joseph OT	Gen. 39:8
Courageous	Stephen	Ac. 7; Josh. 1:9	Sensitive	Joseph NT	Mk. 8:1-3; Mt. 1
Consistent	Daniel	Da. 6:10	Servant	Martha	Jn. 12:2; 2 Cor. 4:5
Conviction	Esther	Esther 4:16	Sincere	Mary	Jn. 12:3,7
Creative	David	Ps. 22,23,24,103	Spirit-filled	Philip	Ac. 8
Decisive	Joshua	Josh. 24:15	Supportive	Silas	Ac.15:22,32; 1 Thess.1:1
Delegator	Nehemiah	Ex. 18:17-23, Ne.	Teachable	Joshua	Ex. 24:13
Determined	Paul	Phil. 3:13-14	Transparent	Peter	Mt. 26:69-75
Dedicated	Josiah	2 Kings 23:3; Col.3:23	Truthful	Blind Man	Jn. 9:25
Diligent	Noah	Gen. 7:5	Uncompromising	Mordecai	Esther 4
Discerning	Deborah	Judges 4:9	Understanding	Luke	Col.4:14; 2 Tim.4:11
Encouraging	Philemon	Phile. 1:7	Visionary	Isaiah	Is. 53; Prov. 29:18
Enduring	Job	Job 42	Wise	Solomon	Prov. 3:5,6
Enthusiastic	Peter	Mt. 12:4; Jn. 18:10
Exemplary	Caleb	Prov. 4:11
Faithful	Abraham	He. 11:6,8
Faithful	Jeremiah	Jer. 33:1-3; 2 Tim. 2:2
Firm	Moses	1 Co.15:58;Ex.32:26-30
Flexible	Ruth	Ruth 1:16
Follower	Mary M.	Mt. 27:56,61
Fruitful	John Mark	2 Tim. 4:11
Gentle	Timothy	Eph. 4:32
Genuine	Aquilla	1 Cor. 16:19
Gracious	Abigail	1 Sam. 25
Godly	Aaron	Ps. 12:1; 2 Tim. 1:19
Holy	Elijah	2 King. 2:11; 2 Tim. 1:9
Humble	Moses	Dan. 2:27-30; James 4:6
Initiative	Joab	1 Chron. 11:6
Inspiring	Gideon	Judges 7:17,18
Integrity	Daniel	Daniel 1:8
Intense	Samson	Judges 14:19
Joyful	David	Ps. 21:1,6
Knowledgeable	Ezra	Ezra 7:10
Loving	John	1 John 4:7
Loyal	Jonathan	1 Sam. 18:3
Motivator	Paul	Phil. 3:17

Leadership and Motivation

I. Leadership: (Dr. Howard Hendricks in The Ministry of Management)

A. Leading is causing people to take effective action.

B. The greatest problem of the church is the unemployment problem.

C. You're a leader not by virtue of your position, but by your performance.

D. To lead: to show the way to another.

E. A leader knows where he's going and is able to persuade others to go with him.

F. 2 questions: 1) What do you want? 2) Where are your men?

G. Are your message and life (Individual objectives/institutional objectives) compatible? 1 Th. 2:8

II. The natural Versus the spiritual leader

Natural Leader	Spiritual leader
· Self-confidence	· Confidence in God
· Knows men	· Knows also God
· Makes his own decisions	· Seeks to find God's will
· Ambitious	· Self-effacing
· Originates own methods	· Finds and follows God's methods
· Enjoys commanding others	· Delights to obey God
· Motivated by personal considerations	· Motivated by love for God & man
· Independent	· God-dependent

III. How to motivate (Dr. Hendricks)

A. The nature of the problem.

1. The number 1 problem of a leader is motivation. Your role as leader is to be a salesman.

2. What is a motive? That within a person that incites him to action.

B. Two kinds of motives: extrinsic and intrinsic.

1. Intrinsic is the most important kind of motivation.

2. The test of extrinsic motivation is "Does it trigger intrinsic motivation?

3. Does it cause a person to become a self-starter?"

C. Create a need through personal exposure to reality.

1. There are 2 kinds of needs: real needs and felt needs.

2. We in Christianity tend to emphasize the latter needs, rather the present needs.

3. We teach too much too soon Mark 4

D. Feed and develop responsibility.

1. The greater the investment the greater the interest.

2. One of your tasks is to stretch your people.

E. Provide encouragement and recognition.

1. What a person needs to know is what he's doing right. Build up their confidence.

2. The key to motivation is to know what to be excited about.

3. The test of my teaching is not what I know but what they learn.

F. Show him how.

· Our churches' problem is that they major on exhortation without explanation.

G. Convey personal enthusiasm.

· Each person can delegate his spirit. Your enthusiasm is contagious.

H. Intensify interpersonal relations.

· Get to know one another better. Do things together other than work.

I. Dissolve emotional blocks.

· Get rid of ill feelings towards one another.: feelings, resentments, bitterness, anger. Eph 4:31-32

J. Demonstrate unconditional love.

· Conditional love is "I love you, if..." Unconditional love is "I love you regardless."

K. Believe that God can make him a significant person. Exercise God's faith in others.

A Good Leader

I. He is a leader, not by his position, but by his performance.

II. He knows where he is going and what he wants. 1 Ti. 3:1

A. "To aspire to leadership is an honorable ambition."

B. Quality temples demand quality ingredients.

III. He is able to persuade others to go with him.

IV. He is deeply committed to a concept.

V. He is people oriented.

VI. He has staying power.

· The key to leadership is endurance: True character shows under stress.

VII. He has a virile private life.

A. A man strong in public is strong in private life; every good leader needs time alone.

B. No man can do enough for others if he is always surrounded by others.

C. Rest and a change of pace is an absolute necessity. God told Elijah, "Go hide yourself."

VIII. He is self-disciplined

A. An effective leader is non-encumbered; he is in control of every area of his life. Heb. 12:1-3

B. Time is our greatest commodity, then wasting time is our greatest prodigality.

C. You either plan your day, or someone else will plan your day for you.

D. Be compassionate with others, but don't be soft and indulging on yourself. 1 Cor. 9:26-27

IX. He is a consistent example.

· Do a study of the word, "Imitate," in Scripture; Paul said "Imitate me." Jesus said, "Follow me."

X. He has a strong resistance quality.

A. "If you can't stand the heat, stay out of the kitchen." Harry Truman

B. Nehemiah is an outstanding example; discouragement is the leukemia of the spirit.

C. "If you suffer for doing good, & you endure it, this is commendable before God." 1 Pe. 2:20

XI. He is a servant to all.

A. Jesus Christ is the supreme example You can't exalt yourself and Christ at the same time..

B. You'll never become a leader until you become a follower.

C. We don't live to get, but give to live: "Subjecting yourselves one to another" Eph. 5:21-22

XII. He has a high confidence quotient.

A. To a believer, self-confidence is Christ's confidence in him; don't feel you are a loser. Rom.15:3

B. You are not perfect, but progressing. Can you be unimportant if Christ lives in you? 1 Ti. 4:15

XIII. He is perceptive.

A. He is future oriented, but presently involved.

B. He is not distracted from the main target; the timely is that which is timeless.

XIV.He is teachable: Teachability is man's capacity for growth. 2 Pe.3:11-18

XV. He has faith.

A. You can believe in God; faith always involves risk. Look at Elisha. 2 Kings 6:17

B. The one scorned by God in the parable of the talents did not take a risk. Mt. 25:14-30

C. Abraham was willing to risk “the seed” of God because he believed in the resurrection. Ge 22:8

D. The real test is not how much capital you have, but how you're going to invest it?

E. C.S. Lewis: “There are two kinds of people in the world: those who say to God, ‘Thy will be done’ and those to whom God says, ‘Thy will be done.’”

Motivation and Controlling

I. motivation - This is the #1 problem in leadership.

A. Become a self-starter.

B. Create a need through personal exposure to reality.

C. Feed and develop responsibility.

D. Provide encouragement and recognition.

E. Show him how.

F. Convey personal enthusiasm.

G. Convey warmth, personal interest, and concern.

H. Intensify interpersonal relations.

I. Dissolve emotional blocks.

J. Believe that God can make him a significant person.

K. Minister to the whole man.

L. Be dependent on what others do.

M. Perceive others in terms of their potential.

N. Demonstrate unconditional love. 1 John 4:19

O. Master the art of developing men.

1. Our task is not to give gifts, but to develop gifts.

2. We are to develop a man, not recruit him for a job.

3. Elicit specific commitment: to Christ, to the group, to the work

II. Controlling - Action taken so that performance conforms to plan.

· People do what you inspect, not what you expect. 2 Cor. 8:10-11

A. Controlling will help to harness and sustain the initial momentum of a new plan or objective.

1. An individual needs feedback on how he is doing by comparing his own performance to targets.

2. Long-range goals lose their initial glitter after some time of work.

3. Intermediate goals should be set to provide a sense of realized accomplishment.

4. Timely and appropriate adjustments can be made.

5. With the right kind of report, the manager can determine early whether to adjust his plan.

6. He compares actual results to pre-determined standards of performance.

7. He knows when to make an adjustment and what adjustment to make.

B. Controlling makes management by exception possible.

1. The process employed by managers whereby they spend a large part of their time and effort working on problems areas while a smaller percentage of their time is spent on the normal operations which are proceeding well under the supervision of a subordinate.

2. It is important to determine in advance what is normal and to compare results with standards.

C. Controlling is an attitude.

1. A manager has a disposition toward taking a plan to reality, a willingness to tackle problems

2. He must have a burden for accomplishing the objectives of the plan and for resolving problems

3. Mechanically using the tools will not product results.

· This is exemplified by the executive who has reports coming in on all phases of operation. But rather than investing time comparing the actual results with established targets and making adjustments, he is involved on some project of phase of the plan.

4. There is a willingness to tackle hurdles head on and to resolve bottlenecks.

D. Controlling is the action arm of planning.

1. Planning and controlling are tightly related.

2. The more well-defined and thought-through plan will lead to the more effective control system.

E. "Controlling is the process of insuring that the plan, objective and schedule are implemented.

· Controlling by combining a desire to attain the planned objective with the use of specific tools-standards of performance, feedback reports and making corrections--makes it possible to manage the plan into reality."

Procedure for Controlling

I. Establish standards of performance.

A. These are explicit, measurable conditions that will exist when a job is acceptably done.

B. These come primarily from the schedule portion of your plan.

C. These also come from job descriptions, listing the major responsibilities of each one.

D. These serve as a contract between you and your people if identified before implementation.

II. Build on what the person reporting has developed.

III. Write standards of performance.

A. From your job description, list each major responsibility assigned to you.

B. Next to each responsibility, state the conditions which should exist when it is met.

IV. Use dates and activities from you planning schedule.

V. Try to answer the questions: What? How? When? How many?

VI. Submit a typed form for APPROVAL to the one to whom you report.

VII. Measure results.

A. There is a difference between being concerned about results and knowing what they are.

1. The Apostle Paul He was very much involved in gathering information on the results of his early missionary efforts through personal visits and sending others, like Timothy, to visit the churches.

2. Paul took corrective measures, as in the case of carnality in the church at Corinth.

3. Jesus also showed an interest in results. Mark 6:7,30

VIII. Measure implementation and development.

A. The implementation of your plan

1. Determine what you want to measure, how often, and when to measure each area.

2. Determine the best method to obtain information: letters, visits, reports (statistical, observation)

B. The development of your people (by interviews)

1. To provide an atmosphere of communication and dialogue between manager & subordinates.

2. To arrive at a specific course of action for development of the individual.

3. To provide feedback to your subordinates on your assessment of their development.

IX. Make corrections.

A. Pray about the establishment of your objectives.

B. Be tenacious in maintaining the objectives.

C. Be flexible about reaching the objectives you have established.

1. Before Pentecost, the disciples were to tarry in Jerusalem.

2. After Pentecost, the disciples were to go out, but they stayed in Jerusalem.

3. God brought persecution to change the plan of the disciples to include Judea and Samaria.

X. Follow these steps of correction.

A. Identify the problem: Distinguish between the symptom and the problem.

B. Establish criteria that any solution must satisfy (no solution without identifying criteria).

C. Arrive at alternatives: Brainstorm without criticism of the ideas that come out.

D. Evaluate alternatives and express differences of opinion (all opinions are untested hypotheses).

E. Test them rather than argue about them.

F. Select each alternative and evaluate how effectively it will satisfy the established criteria.

G. Place all the alternatives before the Lord.

H. Build in implementation: Unless a decision is converted into work, it is not a decision.

I. Think out the steps of implementation of the decision before you make it.

J. Decide whether to act immediately by weighing the benefits and the costs of doing so.

K. Evaluate your decision: the symptoms of the problem should go away.

The Resource of Finances 1: God’s Plan for Freedom and Prosperity

I. Principles of financing(Anderson, Neil. Pastoral Ministry)

A. God’s role Deut 8:18, Prov 8:20-21, Prov 10:22

B. God’s goals

1. Provide basic needs Matt 6:31-32, Phil 4:19

2. Confirm His power Mal 3:10, 2 Chron 16:9

3. Unite Christians 2 Cor 8:14-15

4. Confirm His direction Phil 4:19

"God’s work done according to God’s method will never lack finances. God can provide funds in advance as well as afterwards. He is too wise to frustrate His plans by lack of funds. ~ J. Hudson Taylor

C. Signs of financial slavery

1. Debts Prov 22:7

2. Pressure of bills Matt 6:24-34

3. Life organized around money 1 Tim 6:9

4. Worry concerning investments Matt 13:22

5. Concern for the affairs of life 2 Tim 2:4

6. Schemes to get rich quickly Prov 2:11

7. No condemnation of past dealings Acts 24:16

II. Financial liberty: a balance of giving, receiving, and spending

A. Giving:

1. We give to God our tithes and offerings. Mal 3:10

2. We give to the poor for the needs of life; we give for Christians’ needs. Proverbs 19:17

3. The result of giving is receiving Luke 6:38

B. Receiving by means of our ....

1. Diligent work Rom 12:11

2. Creative resources Prov 31:13

3. Provisions to our prayer requests Phil 4:6

C. Spending

1. Money management demands resistance to sales Prov. 31:16

2. rapid payment of financial responsibilities Prov 3:28

III. Steps to financial freedom

A. Give your money, time, family, and possessions to God 1 Cor 6:19-20

B. Give daily gifts as a regular reminder that everything belongs to God. Mal 3:11

C. If possible, get out of debt altogether. List items and ask ... Rom 13:8

1. Does it improve my effectiveness in God’s service?

2. Is this debt necessary? Can it be replaced by something less expensive?

3. Does it contribute to family unity and harmony? Does it give me more time with family?

4. Does it require maintenance? Does its value increase faster than interest rates and inflation?

D. Give God an opportunity to provide the object before buying it. 2 Chron 16:9

E. Never borrow money for objects which depreciate in value like cars, furniture, vacations, etc.

F. Destroy credit cards unless they are essential for financial reporting; keep money in savings for expenses made on the card. Learn to live within your means by using a budget.

· Living on credit

· Violates Scripture Rom 13:8

· Results in slavery to man Prov 22:7

· Mortgages and presumes upon the future Ja 4:13-17

· Creates pressure and insecurity in the home 1 Tim 5:8

G. Never borrow money for non-essentials, but give to basic needs Prov 19:19, Rom 12:13

H. Never co-sign for anything Prov 6:1, 11:15, 17:18, 20:16

I. Distinguish needs from desires 1 Tim 6:6-10

The Resource of Finances 2: God’s Plan for Freedom and Prosperity

(Anderson, Neil. Pastoral Ministry)

IV. Gifts of Grace

A. The Old Testament Tithing Lev. 27:30

1. Tithe for the Levites and the temple Num. 18:20, 21, 24, 26

2. Tithe for festivals Deut 14:22-27

3. Tithe for the poor Deut 14:28

4. Spirit of the tithe Mal 3:7-12

a) The real total of the three tithes would be 23.3% per year.

b) The tithe was a religious tax: you were stealing from God if you did not pay.

c) Law and grace are mutually exclusive. Rom 11:6

d) Grace transfers money, possessions, and wage-earning power to God..

e) We then become stewards of what He has entrusted to us.

f) It is God who gives us the strength to acquire riches. Deut 8:18, 2 Cor 9:8

B. New Testament Tithing Matt 23:23, Luc 11:42

1. Gifts of grace 2 Cor 8:1-15

2. We do not seek funds from non-believers v. 1

3. The Corinthians gave in spite of their poverty v. 2

4. They gave as they were able (a proportion of their revenues) v.3

5. They regarded it as a privilege Acts 20:35; v. 4

6. They gave themselves first of all v. 5

a) The first step is to give oneself (the gift of the soul)

b) There are no conditions.

c) God does not only look at what we give , but also what remains in relationship to what we give.

d) Gifts of grace reflect the condition of your soul..

e) The rich man gave according to the condition of his soul. Luke 21:1-4

V. God’s plan for prosperity 2 Cor 9:6-11

A. How you give determines how your receive. Gal 6:7; 2 Cor. 9:6

B. Motivation must come from the heart, from the inside. v. 7

1. “Resolve” means determining beforehand.

2. If you give of your firstfruits (Prov 3:9-10), how do you know how much to give?

3. You do not give according to what you earn, but you give with joy in your heart, based on what you would like to earn.

C. God is capable of providing what is sufficient for you to give. v. 8-10

1. You harvest what you sow v.6

2. The only money God blesses is what you invest in His kingdom.

3. Most people think incorrectly that if they give 10%, God will multiply and bless the 90%.

4. If the farmer plants 10% and stores 90%, only 10% will produce and multiply.

5. Do not expect to get things organized so that you can begin to give.

6. Give so that you can get things organized.

7. If you do not, you will be like the farmer who said: “The first time I get a good harvest, I will sow seed."

D. You will be enriched so that you can give more. v. 11

1. Prov 11:25

2. Phil 4:15-17

3. Gen 28:22; 30:43

The Resource of Finances 3: Fundraising

I. Biblical insights (see sheets on "God's plan for freedom ...")

A. Death of Sarah Ge. 23

1. Abraham was not a beggar.

2. He did the responsible thing and paid the true value of the land.

B. A collection for God's people 1 Cor. 16:1-3

1. The procedure was very clear.

2. The money would be sent out with approved men to Jerusalem.

C. An exhortation for a giving church 2 Cor. 8,9

1. He encourages them to complete what they began as a giving project and do it acceptably.

2. Worthy people will carry the money.

3. They are to have it ready beforehand.

4. When you sow generously, you reap generously.

D. Other passages Le. 27:26-34; Dt. 14:22; Dt. 26; Mal. 3:10

II. Guidelines (see sheets on "Where does the money come from?")

A. The department and the denomination should have a common understanding, and even a written agreement, on the policy of raising funds.

B. The department of evangelism should present in the denomination's annual budget all the money each project and program will need: Input, Process, Output

C. Fund raising should be based on goals; not goals on funds.

D. Natural, available sources should be considered first.

· Churches	· Women's meeting project
· Tithe	· Youth meeting project
· Special offerings	· Evangelistic meetings and crusades
· Sunday School offering	· Denominational and district budgets

E. Whatever you receive, be thankful: Write a thank you letter immediately expressing appreciation as well as what the money will accomplish.

F. Try to raise the money only to accomplish God's goals. Then, use it in the way God desires.

1. Hudson Taylor wrote, "God's work done in God's way will never lack for funds."

2. When you understand what God wants, then ask: People do not give because no one asks.

G. Maintain a caring, dependable, trustworthy relationship and reputation

1. A department that serves the Church, its constituency and the world

2. A department that performs its responsibilities and functions in a professional way.

3. A department that does not propose reckless and needless projects.

4. A department that manages its finances honestly and efficiently.

III. Activities

A. Conferences for special projects or emphases

1. Alliance churches in America have an annual four-day or week-long Missions Conference: one of the major goals is to raise enough money for its world-wide missions program.

2. Biola University has an annual missions conference, and it raises money for missions projects.

B. Banquets

1. Evangelism Resources' major means of raising money is through banquets. A multi-media presentation of E.R.'s past year's achievements, testimonies, future goals, and needs.

2. The Gideons do the same thing to raise money for Bible distribution.

C. Newsletters, brochures, and prayer letters (keeps steady, continual support)

D. Personal correspondence, but not just on finances

E. Visits to potentially significant donors and donor churches

F. Special Events: Theater, Concerts, Sales projects, Bake sales, Auctions, Old clothes sales, Games, Marathons, Raffles, Olympics, ....

The Resource of Finances 4: Budget

I. Elements

A. Account: Designated funds

B. Dates: Goal setting

C. Credits: Income, receipts

D. Debits: Output, expenditures

E. Balance: Money left over

F. Subtotal

G. Total

H. Grand total

I. Currency conversion: Protection against inflation

II. A proposed budget

What is the list of anticipated expenditures and receipts for each account in your budget?

Account	Item	Expenses	Receipts	TOTAL

Expenses
E1 - Evangelism Explosion
E2 - Sowers
E3 - Heart of Man
E4 - Campus Crusade
E5 - Portable Schools
E6 - Navigators
E7 - Scripture Union
E8 - Food
E9 - Transport
E10 - Church

Receipts
R1 - Evangelism Explosion
R2 - Sowers
R3 - Heart of Man
R4 - Campus Crusade
R5 - Portable Schools
R6 - Navigators
R7 - Scripture Union
R8 - Food
R9 - Transport
R10 - Church

Literature: Writing 2 - Interviews, Feature Articles, Layout

I. Interviews (see one page, "The Work Must Go Ahead.")

· A reporter has to successively play the role of a successful salesman, probing psychiatrist, wily diplomat, confidential friend, examining attorney, and questioning master.

A. Do your research and think through your questions beforehand.

· It may be helpful to write them out.

B. Arrange the interview time beforehand.

C. In asking questions, be straight forward with your purpose and questions, be pleasant, be natural, keep your attention on the interview, look interested in everything he says, judge what you are hearing as to its worth.

D. Take notes during the interview or tape it; Do so discreetly so that the person is not distracted.

E. If you can't take notes or tape it, write down the key words as soon as the interview is over.

F. Capture the striking point for the lead:

1. Names of speakers, backgrounds, circumstances must be mentioned, but make poor openers.

2. The opener may be a straight statement of fact, a provocative observation, a humorous quip, a startling disclosure, a rapid description, a personality sketch.

II. Feature articles (see 4 pages, "Ralph Winter ...")

A. Straight news articles inform; feature articles stir emotions, stimulate, divert, and entertain.

B. The most fascinating things to average humans are other humans and their behavior.

C. The key to unlocking emotional reaction is a picture of another person or persons in a situation known to the reader from personal experience.

D. Don't exaggerate in style or content. Use a simple and unaffected style. Layout and artwork

III. Appearance (Layout)

· Remember your primary task is to get & hold attention.

· Appearance is important for one reason: attention to contents you want to communicate.

I. Course Objective

II. Course goals

A. The student will be able to organize and administrate a department of evangelism that fulfills its functions, responsibilities, & objectives.

B. The student will be able to strategize, plan, organize, administrate, lead, and evaluate his denomination's program of evangelism.

C. The student will know what materials/equipment are needed for a department of evangelism.

D. The student will write his own job description as coordinator.

E. The student will be aware of how to raise funds for his department.

III. Course requirements

A. The student will do all the assignments asked by the professor.

B. He will be responsible to attend each class and participate in the discussions.

D. The student will create an organigram showing the chain of command which proceeds from the office of evangelism to the leaders of the regional and district offices, reaching the local churches and their members.

IV. Course Outline

A. Description of a department of evangelism.

1. Recent history

2. How, where, why, when, and what of the department of evangelism

3. A good example: CBZO

4. Questions

B. Coordinator of evangelism: roles, characteristics, authority, communication style

C. Administration of a program of evangelism: planning, organizing, leading, controlling

D. Equipment

E. Fund raising: biblical insights, guidelines, methods

F. Literature preparation: writing, photos, layout

G. Possible projects and strategies of the department of evangelism

1. The process of creating strategies and choosing projects

2. Possible strategies and projects

3. How to present and sell a project.