Tag Archive | Planning

Principles Of Pastoral Time Management

By: Richard B. Douglass

Recently a frustrated young pastor called one of his deacons. Knowing that the deacon was an expert on business administration, he hoped for some help in getting on top of his work. After hearing the sad story of “too much work and too little time’ the deacon responded: “Pastor, I have listened to you tell about all of the things you need to get done this week. I did not hear you say anything about believing you could do them. Without that belief, I cannot help you at all.”

Most pastors simply have more jobs than they can get around to. Some simple suggestions about a philosophy of time management will help build a foundation on which you can construct a solid approach to time management. Years ago a highly successful pastoral administrator concluded: “If I have more work than I can possibly do in a day, it is obvious that the Lord did not give me part of it.” God never frustrates his people. Once you know that many of the responsibilities that clamor for your attention are not from God, you can begin to prayerfully delete some of them.

The second principle grows out of this one. “You can and should do those things God intends for you to do each day.” The administrative expert rightly analyzed his pastor’s problem. The pastor had completely given up on any possibility of doing all of his work. Convinced that he could not, he simply could not. He was cut off from the vital resource of a positively programmed  subconscious mind. We must begin with the basic assumption that God will provide the power, insights, and resources to do what he wants done in a day’s time. That will open the subconscious to the power of the Holy Spirit so that part of the mind can devise the program for getting things done.

The third principle of time management is: “Learn to work without friction.” A guide at a hydro-electric plant heard a woman declare: “With all of the work that machine does, it must wear out in a hurry.” The guide responded: “No, the machine has been built so that it generates almost no friction. Work never hurts a machine, friction wears one out.” Resistance to the job at hand, laziness, despair, and dislike of interruptions all create friction that wears away at your energy and time resources.

To overcome this friction you must develop a positive enthusiasm for your work. When you look forward to the tasks at hand with excitement and zest you will accomplish more than twice as much. We are told that most people only accomplish about ten percent of what they are capable of doing. Enthusiasm is one of the key ingredients in turning on the resources to multiply your accomplishment level.

Learn to see interruptions as “messengers of God.” One pastor stated recently that this whole ministry was changed when he realized that “God has a purpose in many of my interruptions.” Interruptions cause more internal frictions than almost anything pastors face. When they begin with the idea that God may have a purpose in the coming of some person, then you approach it positively, deal with it quickly, and return to your other tasks without having wasted energy on a negative resistance.

One final principle: “Learn to evaluate your priorities.” A leading industrialist paid twenty-five thousand dollars for a simple secret more than forty years ago. The secret: “List all of the jobs you need to do each day, number them in order of importance and then work down the list. That insures that you do the most important jobs each day.” That simple rule can change anyone’s output level.

These simple rules will help you build a foundation on which to develop your own approach to time management. Anyone can accomplish more when they know that it can be done and that it is more enjoyable when you do.

To succeed at managing his time and work, a pastor must have a solid philosophy of management. Once this is established, then there are a number of hints that he can incorporate into his daily habits that will help accomplish more work in less time. Each of them has been well-proven through experience. Some of them will key your mind to try variations that will save further time in your busy life.

1. Plan your work. Long-range planning for five or more years helps you see how your work fits in. Detailed planning for six months is absolutely necessary. This will save you from the frustration of having key events and rush seasons slip up on you. Planning your preaching and administrative program for several months ahead enables you to gather important materials and utilize spare moments for preparation for coming events. It takes the rush out of life by giving you time for fitting the whole program together.

At the end of each day list the jobs that need to be done the next day. Number them in their order of importance. Then, lay out the materials that these jobs will require. Your subconscious mind then will begin to prepare you for the jobs that will be coming the next day. Many people find that this procedure will enable them to solve many problems without ever giving any conscious concentration to them. the ever active subconscious works on them while they are engaged in other activities or while they are sleeping.

2. Develop a regular work schedule. Many people hate to be tied to a regular schedule. Some pastors claim that this makes them feel less available to people and that it may even cut down on their creativity. Regular habits save time for other work and stimulate creativity. Again, your subconscious is the key. When you dictate your correspondence at a regular time, your mind has already been warmed up to the task. When you set a regular time for sermon preparation, counseling, or any other responsibility, you will find that you have less resistance to difficult jobs and are mentally prepared for each task.

3. Do related jobs together. Each time you change to a different type of work your mind has to change gears. Sometimes as much as twenty minutes can be required to make the mental transition. When you do work that has related aspects together, you cut down on the mental lag. Administrative appointments can be grouped near the time of counseling appointments. Telephone calls can be returned near the time when you are answering your correspondence. The more related characteristics jobs have in common, the greater the benefit of grouping these types of work together.

4. Learn to rest creatively. The mind and body soon tire of working at one type of job or in one place or position. Fatigue begins to set in. Frequently all that is needed is a momentary change of pace. A secretary said recently: “I have gotten so tired of typing, I must do some filing.” A very brief change of pace and she was ready to go back to the job that required her immediate attention. Sometimes you can take five minutes to think through a program or read a few clippings and return to the group of work that is next on your schedule. Many people allow momentary fatigue to become an excuse for an extra cup of coffee or a bull session and completely break their work rhythm. Creative rest will prove much more productive.

The key to managing your time will be developing the philosophy and the habits that put you in control of your life. these hints will be productive for you if you use some imagination and think through the personal applications you can make of them in your daily schedule.

A youthful pastor accepted his heavy responsibility without complaint. He knew what needed to be done, and he went at his job with verve and vigor. He was anxious to serve and accepted the numerous jobs he had always heard comprised the extras done by older successful pastors. No one had told him that those respected pastors did not try to do all those things at once. Soon tension lines filled his face. His feeling of being rushed began to make him curt and irritable. He described his problem to an older friend. He was told: “A few things need to be dropped from your schedule. Your biggest problem is simply learning how to manage your time and work.”

Everyone needs help in this area. The following hints will add to your skill in this.

1. Develop the habit of writing it down. The weakest ink is stronger than the strongest memory. When you get an idea for a sermon, talk, or campaign, write it down immediately. When you accept a responsibility write down when, where, and how. Put in every detail you can get. Then check your calendar well ahead of time so you can use the information you have gained. A pocket notebook or a series of small cards numbered in sequence so a lost one will be missed will prove very helpful.

2. Plan ahead of time for major events. Nothing makes you feel so rushed as having to prepare an address for a major meeting in a few hours. Watching some church offices the week before a budget campaign or a vacation Bible school would make most people think they were visiting a carnival. The leadership of another church will fit preparation for these events into the weekly work load for months ahead of time. The office force in such a church will never notice the change of pace, except for a few possible last minute details.

3. Learn to take short-cuts. The telephone company advocates that we let our fingers do the walking. Sometimes we will shop for hours for a gift when five minutes of telephoning would have found what we are looking for. Servicing a car or taking our dry cleaning by can be time consuming. In many cities, you can have the cleaning picked up and delivered at no charge. In others, the cost is small. A station that gets most of your business might pick up and deliver your car. An important question concerning any activity is: Could it be done in a way that would consume less time?

4. Keep growing. Talk with people who seem to get a lot of work done. Find out how they do it. Accumulate files of material that you can use later. Read and attend studies so that you will have ideas and materials to draw on later. These simple procedures will help you deal with daily situations from an overflow rather than creating a crisis as you have to do costly last minute preparation.

5. Learn to race with your record. Time some of the activities that are a part of daily or weekly routine. Then try to beat the previous week’s record. Most of the time we simply accept the routine jobs as ones that take up too much of our valuable time. Little thought is given to any possibility of our being able to cut down time expense on the jobs. Racing with the record does several things. It adds new excitement to these mundane jobs. It makes us aware that many activities are taking too much time. Usually it enables us to become more efficient and to save valuable minutes for other work.

6. Reward yourself for your success in saving time. Use the time you have saved for something that will benefit you and your family. Take an evening off for fun and good food. When you reward a past success you inspire yourself to further successes in time and work management.

Every pastor experiences some frustrations in the area of proper time and work management. Ministers should be the first people who recognize the need for being good stewards of their time and tasks. Growth in efficiency in this area is vitally important. Hopefully these hints will help you do that.

(The original publisher of the above material is unknown.)

Christian Information Network

Posted in AIS File Library, CM - Church Management, CMTM - Time Management0 Comments

Effective Long Range Planning

By Robert E. Bingham

Planning is the determination of what needs to be done, who needs to do it, by what time, in order to accomplish an objective.

Case Study

Jack Baker was serving as a foreign missionary, specializing in communications. While the stated objective of this mission was evangelistic in nature, no evangelist alive could surpass Jack’s concern and interest in communicating the gospel. Although not a preacher, Jack was the needed link in transmitting the Word into words that flowed over the airways.

His technical training disciplined him to accept no excuse for perfection in the technical aspects of clear communication and reception. Electronics was his expertise, yet he was a man of personal devotion and spiritual commitment. He was just the man God needed in God’s plan of world missions.

The leader of the mission was J. T. Adams, a field evangelist with thirty years experience in the area. He was both knowledgeable and persuasive in understanding the culture of the people and articulating the gospel in their language. He was a master in mass preaching, as well as personal witnessing. The other missionaries looked up to him spiritually and professionally.

It was time for the annual mission conference, one year after Jack had arrived on the scene. Everything seemed to be just right-good fellowship, excellent Bible study and times
of devotion, stirring preaching, wholesome evaluation of the past, and vision for the future.

On the third day of the meetings, a natural conflict of objectives arose. In making their plans for the future, there were some concepts that did not lend themselves to effective planning. Oversimplified, they were: (1) Each missionary felt his input was equal to every other missionary in every field of endeavor. (2) The chairman served as moderator, but was not an action-maker. (3) Everyone tended to support every idea submitted, rather than to offend the initiator of the idea. (4) Plans seemed to be too general and were related to personal whims rather than specific goals of the mission as a whole. (5) In order to get some consensus, the missionaries began to trade-off one idea for another. (6) There was a deep feeling of personal warmth and care, but no feeling of mission cohesiveness. (7) Everybody was doing what was right in their own eyes, but no one had collective vision. (8) There was a growing concept that if they each chipped away at their own rocks, one day they would have a great sculptured mission work for the Lord.

Chairman Adams sensed the frustration and took the meeting into his own hands. He challenged everyone present by saying, “All of us are committed Christians, on a mission for our Lord. Everyone is important and needed. Each has a specific task to accomplish. But we are not united in our objective. It seems that we are mounting our horses and riding off in all directions. We have agreed that our primary objective these five years is to give every person in our country an opportunity to hear the gospel. All agreed? Of course. But we fail to see that our combined efforts as a whole will total more than our individual efforts.

“Jack, you are invaluable as our communication expert and technician, but are you giving your total energies to accomplishing our mission’s objective? It seems that your objective is to produce a perfect electronic signal. Maybe the time you spend trying to move from 95 percent efficiency to 100 percent could be spent in personal witnessing through some home Bible study classes.”

The lid was off the can and out came the worms. Jack reacted by pointing out there was an element of truth in Adams. But he reminded the group that they were still trying to evangelize
the country with the same basic communication philosophy as they did thirty years ago, Telstar not withstanding.

Sally, the home-and-church-mother, rationalized that being a good mother and wife was enough. When she added being the schoolteacher for their children, that was surely worthy of the objective of the mission.

Bud, the agricultural missionary, confessed that his goal was assisting the farmers to meet the physical needs of the locality by providing more irrigation for more food. Yes, he tried to set a good Christian example in word and deed. But his priority as a missionary lay in agriculture, not evangelism. That was Adam’s job.

The seminary professors were caught up in academics. They were giving time-and-a-half in their teaching roles. But they were not seeing the overarching objective of the mission as
dictating priorities for their tasks.

Finally a voice came from the rear of the room, “Why don’t we follow our plan? Remember three years ago when we all put the pieces of our work in place? Our puzzle of frustration
became a challenging mosaic? Why not use our plan?”

With one accord the group seemed to respond, “What plan?”

Locating the Traps

* Thinking that planning is unimportant.

* Thinking that planning is everything.

* Everyone plans every day-it’s simple.

* It’s too complex for the nonprofessional.

* Whatever my boss plans will suit me.

* Just get a good slogan and stick with it.

* Planning is an annual event with us.

* It is only sophisticated gimmickry.

* It’s not biblical or theological.

Major Trap-Any fool can draft a five-year plan. It takes a creative leader to be able to make day-to-day adjustments as the crises arise. The times change so fast that yesterday’s planning is
obsolete, tomorrow’s planning is dreaming.

This is the first great watershed in management. To plan or not to plan, that is the question. To be sure there have been classic cases of extremism on both sides of the question. Some
churches seem to plan the morning worship service between hymns. Others make plans for year A.D. 2000 that are set in concrete today. Either extreme is doomed to die. It just takes a few
years longer for the latter to be pronounced dead.

An illustration in management training is the person running up to the railroad ticket window and pleading, “I’ve got to go five hundred miles. Give me a ticket before the train pulls out. Don’t bother me about a specific destination. Can’t you see the train is about to leave? No, I don’t want to know what time it gets here. I just don’t want to be late leaving.”

Modern transportation has not changed the aptness of the analogy. It has only changed the acceleration by which the consequences are more dramatic. After all, you could get off the train at the next station when you found you were really going in the wrong direction. Some people were known to jump from the train before it got up a full head of steam.

Today’s life-style makes planning, changing at the last minute, about as risky as jumping out of the airplane on takeoff. Several questions should serve as caution lights to those about to fall into the trap of feeling that planning is not essential to good administration.

1) If you do not know your destination, how can you decide how to get there?

2) If you do not know where you are going, how will you know when you arrive?

3) If you are going at a great speed, is it in the right direction?

Other Traps-1. Long-range planning is a calculated way to make sure you cannot see the trees or the forest. You overlook the immediate needs of the organization by planning far in advance. And no one can predict what will happen in ten, or twenty years. You neither get to eat your cake nor keep it. Planning one year in advance is a strain on anyone’s prophetic ability.

These might well have been the famous last words of Rommel in Africa, or Napoleon and Hitler in Russia. It was fortunate for democracy that these generals had such errant planning models. It may be just as tragic for the kingdom that so many Christian leaders, missionaries, pastors, laypersons, have just as errant concepts of planning.

2. Whatever my boss wants to plan will suit me just fine. He’s the leader and calls all the shots. I just try to follow through and do my part.

Spoken like a loyal soldier of the cross. And like a person who is destined for stagnation of creativity. It is one thing to be loyal to your leadership. It is a different thing to assume that you can blindly follow any plan that is effected and still accomplish your personal goals.

If your goals (both structural and personal) are in conflict with those of your organization, you have three basic alternatives. (1) Try to amend the organization’s goals. (2) Try to change your goals. (3) Find another organization that has compatible goals with yours.

For the Christian, a more basic question arises: Are my goals and the goals of my organization compatible with the purpose of the kingdom? Common strategy dictates that Christians need to find out what God is doing and planning and get on with it. An illustration used in Serving with the Saints is an appropriate analogy. A staff member in a Christian organization may not be the leader, but he may be the leader of his unit. By his education, experience, and expertise he may be the best prepared to lead in a certain task. But he takes his general leadership from the leader of the entire organization. The leader of the trombone section takes his structural guidance from the concertmaster of the orchestra. Yet, both of them cue in from the conductor. In the church, the minister of music is the leader of that segment of the church’s ministry. However, he takes his cue from the general leadership of the pastor. But both of them accept the planning and direction from Christ, the Master of the entire organization.

3. Just get a good slogan and plan around it. Everyone knows that major business companies have used this technique for years. Remember what it did for Alka-Seltzer? “Try it: you’ll like it!” “I can’t believe I ate the whole thing.” Biblical comics even claimed those were the original words of Adam and Eve in the garden.

Schaller and Tidwell refer to this as planning by cliches. All too often simplistic cliches, which later turn out to be fallacies, are offered as the solution to the problems of the church. For example, ours is a friendly church, and that’s our main attraction for people. Others are: (1) The youth are the church of tomorrow. (2) If we are ever going to reach more people, we will have to move to another location. (3) If we can bring in programs to our church building during the week, we will fill our sanctuary on Sunday and our membership will increase.

A tricky-play-on-words-slogan can no more provide a basis for planning, than the slogan “Everyone Win One” can guarantee a successful evangelistic program. At best, a slogan can only capture the imagination of your public and capsulize your goal into a memorable phrase.

4. Planning is an annual event in our organization. We all take time off for a week and give our best thoughts toward our plans for the coming year. We develop objectives, goals, and actions and type it up into a neat booklet for everyone to have on his desk. Sounds good. It is not bad. It just prevents us from doing our best, and that may be the most insidious trap of all.

Planning is a process, not an event. It must go on continually, or it is destined for an early demise. The last factor in the process is evaluation and redesign, and the cycle begins again. The above illustration probably ends up with the booklet filed away in obscurity or ostentatiously placed on the desk for display purposes. A real plan book is dog-eared and penciled throughout. It is like a needed road map through unfamiliar territory. It is kept close by for ready reference.

5. Everyone must plan to exist. What’s the big deal about that?

Tell me something new. We plan every staff meeting. You fellows try to make something complicated out of something as inherent as breathing. Sounds impressive. Maybe he is a natural planner, maybe not. More than likely his staff associates have a different response to his planning style. They might say, “We don’t do any planning. It sounds simple enough to him when he says, `Look here! Our purpose is to have more Christians and better disciples in our organization. Now, let’s get out there and get the job done.’ ” If the example were not so true, it would be humorous rather than tragic.

6. Planning is only window dressing, substantiated by pages of statistics-more properly called “statics.” If we see enough pages of figures, charts, and graphs, we believe most anything.

It is true that statistics turn off many people. They either cannot understand them or cannot believe them. Which one of us has not quoted one of these accusations: “Figures don’t lie, but liars figure”; “He who lives by statistics will die by statistics.”

Planning may be used by some groups for window dressing, but it is the lifeline of any organization that has succeeded in accomplishing its objective. The plan need not be sophisticated,
but you can rely on the fact there was a plan: well-conceived, well-understood, well-implemented, and well-evaluated.

7. Only trained professionals can really plan. Ask one of them to come in and help us. You don’t expect a plumber to practice law nor the attorney to lay the pipes for a new home. Get a pro to do it for us.

Like most traps, these are half-truths to misguide us. Professional consultants can give guidance and insight to organizations as they begin their planning process. But the leadership of the organization are most likely to put all the pieces together for an effective plan. You know your environment, your human and financial resources, and the barriers toward accomplishing your objective. You know the gifts and talents of your personnel to match the needs of the tasks to be done.

But another word of caution-you may be too close to the trees to see the forest or too blind to see the trees. Remember Amos, the unlikely moonlighter from Judah. He was not the outside professional nor the inside experienced practitioner. He was God’s man to serve as the consultant to Israel. Avoiding this trap might mean that we must look to God for direction in our planning using whomever and whatever he chooses to use in the process.

Questionnaire

If you can truthfully answer yes to each of the following questions, turn immediately to chapter 4. If not, the balance of this chapter will help you to get the feel of the basics in improving your planning procedures.

Yes or No

1. Planning is a continuing process.

2. My objectives are clearly stated.

3. My goals are realistic and reasonable.

4. Planning takes at least 10 percent of my time.

5. My long-range plans have current implementation.

6. My personal objectives are compatible with the objectives of my organization.

7. I plan from a basis of strength not weakness.

8. My plans set direction. I expect to make exceptions.

9. I have implemented this year’s plans this month.

10. A shallow planner seldom makes a deep impression.

11. I know the vital steps in the planning process.

12. I know the basis of program planning to budget planning.

13. Deadlines are a built-in security system.

14. Always evaluate the last year’s results before finalizing next year’s plans.

15. Past failures are a vital ingredient to future planning.

How to Avoid the Planning Traps

General Guidelines-1. Jesus practiced and taught good planning. Look at his entire life as recorded in the Gospels. He was a master in knowing exactly where he was in his time line related to his purpose and objectives. He advised his family that they did not understand his plan. He took about two decades to do his planning and only three years to carry out these plans.

Recall Jesus’ teaching in Luke 14:28-30 when he warned that if a man wanted to build a tower, he had better stop to count the cost to see if he could complete it. Otherwise, if he was unable to finish it he would subject himself to ridicule. Today, Jesus might have included bankruptcy!

Some people claim that planning short-circuits the work of the Holy Spirit. How could the teachings of Jesus be in conflict with the work of his Spirit? Planning need not preempt the Spirit, but it can enable the Spirit to do his work more effectively. People who excuse themselves from planning based on the above theology may be more lazy than orthodox.

2. It may have helped Jesus, but how can it help me?

A good plan should be the basis of your program, your decisions, and your control. It helps you get something accomplished, instead of just wishing you could get it done.

3. Recognize that planning is essential to living. The person who says, I don’t believe in planning does not realize what he is saying. Human existence is dependent upon individual and
collective planning, conscious or subconscious. When you get up in the morning, you choose what clothing to wear based upon your anticipated activities that day. You pay your bills at the end
of the month in terms of your plans for credit, savings, and future purchases. Your financial security is dependent upon your plans for retirement, the government’s plans for Social
Security, and your savings investment plans. Or, you have a plan that says all of these are not helpful to you in reaching your objective, and your plan is to take each day as it comes.
Unfortunately, that plan usually takes into consideration that if you fail, some other persons or institutions will bail you out! Almost everyone plans. Some plans are good, some poor;
some near-sighted, some farsighted; some selfish, some unselfish; some relate to objectives, some do not. Almost everyone plans. But almost everyone walks, too. Some walk at the infant’s pace, and some walk at Olympic pace.

Likewise, there is a quality to planning, and it is just as dramatic as the difference in the toddler and the gold medal winner. A shallow planner seldom makes a deep impression. Many
leaders are impressive at first glance. They can move masses of people to make quick decisions. They can gain a following based upon the here and now. However, without balanced planning, their leadership remains static and their adherents dwindle.

4. Long-range plans must include the quality of vision but not be visionary. The latter quality tends to be without reason and credibility. The former requires an element of faith in order to achieve the objective. Long-range planning is seldom effective beyond five to ten years. But vision can span a decade or two. How can you have a long-range plan and begin each year with a shock to the organizational system called. “Surprise!?”

Daily implementation, if not in action at least in mindset, is necessary for two reasons. First, if your plans for the next five years cannot be acted on today, the plans are not valuable today. And today is the only day you have. If they only have a future sense about them, the realism absent today will most likely be unrealistic in the future. Searching through the twenty-four cases of files of Mrs. Una Roberts Lawrence, noted writer, editor, and historian for Southern Baptists in the first half of this century, I found that she had predicted that women would begin to assume more leadership in our churches by the year 1975. Her files showed that she worked at that cause from 1910 until her death in 1973.

5. Planning affects more than dollars and budgets, far more. Actually, dollars only supply the financial basis for our objectives. They are not, or should not be, our objectives.

Religious institutions are not in the business of accumulating and saving money. We are involved in investing our faith in the lives of others. In that process we may have to erect  buildings, finance salaries, and support programs of work. Therefore, plans for our organizations involve spending money through wise planning.

6. Planning is a tool. It does not take the place of administration or promotion. The Inter-Agency Council of the Southern Baptist Convention adopted its plan for planning in 1978. The following material came from their research.

Like any other tool, it may be wrongly used, as when it is substituted for action and decision, or when it becomes an evasion from the difficult tasks of management. It may also be wrongly used when it is developed without adequate understanding and applied without thorough follow-through.

Planning is merely the application of common sense to future work. It is not a predetermination of the future. Rather, it is an intelligent estimate of what the future will be like, and a procedure for dealing with it in an efficient manner.

Planning is the projection of the realization or achievement of a program. Its chief value is that it helps us to know what decisions to make now, and what is possible in the future.

7. Usable plans come off of objectives. What are some qualities of good objectives? Oversimplified, they are:

1. Related to your purpose

2. Limited in number

3. Attainable

4. Challenging

5. Measurable

6. Specific

7. Related to plans of other units in your organization

Specific Guidelines-1. The chief executive officer of your organization must believe in and practice planning or forget it structurally. You can plan personally, but do not waste your time in organizational planning without the example and support of your leader.

2. Understand the steps in a sound planning process. The organization determines the following:

1. Statement of purpose

2. Environment (situation in which you do your work)

3. Objectives

4. Goals

5. Action plan

6. Evaluation

3. Base your budget on your tasks in your action plan priorities. So often churches get these two reversed. Often, the finance committee decides on what the total amount of the budget should be. Then the church council plans next year’s program off of that base. A budget is only a road map allowing your church to reach her objectives through programs of work.

4. Plan with people and priorities in mind. Granted that your organization may take on new persons in the future, your plans begin with those now in your organization. What are their skills, gifts, and talents? How do they fit into the achieving of your objectives? Survey the tasks to be done and strive to match up your people with the tasks. Get the round pegs in the round holes.

The word people sounds so warm. Priorities sounds so cold. At its coldest, priorities keep people from doing what they want to do when that is contrary to the objective of the group. The apostles had one set of objectives. Jesus had another. The apostles were often frustrated when Jesus determined to follow his priority system rather than theirs. That’s the price of leadership. It goes with the territory.

5. Develop a calendar with deadline dates and specific assignments. An insurance executive put it bluntly when he said that in his company people are not motivated as much by what you “expect,” as by what you “inspect.” It did not sound right. It did not square with my concept of Christian leadership. Since our deacons’ family ministry plan was only operating at 35 percent efficiency, his concept was worth the risk.

The following year we did note our common objective: to visit every family of the church during the year, and at crisis times as needed. One small addition was made to the plan. We agreed that each month a sheet would be printed and distributed at the deacons’ meeting. Each deacon’s name, number of families, number of families visited to date, was listed on the sheet. Are you surprised that our efficiency leaped to 94 percent that year?

Deadlines are a friend to the achiever. They are an abomination to the dreamer. They help us reach our intended goal if we take them one at a time. Merrill Moore used to proclaim, “Life is hard by the yard; by the inch, it is a cinch.”

6. Many a well-meaning rookie has gone through the whole planning cycle except evaluation. The process helped, so it was concluded to do it again next year. And the next year.

And so on. And that is why some horse and buggy companies folded when the automobile was invented. They did not reevaluate their purpose and objectives. No one misses the carriages. Tragically, many churches have failed for the same reason, and we miss them. Don’t let yours be the next to be missed because you failed to evaluate your plan each year, correcting and improving as you go.

R. O. Loen, president of a management consulting firm, gives this advice, “Get the facts before they get you.” He then goes on to say that the following questions are basic in evaluating.

1. What deviations from planned performance are significant?

2. What caused such deviations?

3. What actions might you take?

4. What are likely results of each action?

7. Be aware of the traps to effective planning. Leslie This interviewed one hundred managers and accumulated this list in descending rank order.”

1. Inadequate communication

2. Insufficient data

3. Faulty or inadequate problem identification or definition

4. Insufficient time to plan

5. Unclear parameters for the plan (staff, budget, time, facilities, equipment, etc.) in the planning request

6. No emphasis on planning; the organization prefers to work on a crisis basis

7. I don’t like to plan.

8. Nobody will cooperate in the planning process.

9. We don’t have a range of alternatives to choose from in our planning.

10. The timing is bad for submitting plans.

11. The knowledge or views of the planners are too limited.

12. My organization resists change.

13. We don’t know the organization’s major goals; objectives are not clear.

14. We don’t involve the people who have to implement the plan or who are affected by it.

15. It is never clear who is to do what or when.

16. The planning approver is not knowledgeable or is disinterested.

17. We plan only after a problem has become acute.

18. The plan is never followed up.

19. Nobody respects the abilities of the planners.

20. Past plans were too optimistic.

21. Goals are too ambitious.

22. People resist any plan.

23. Premature implementation

24. If the plan doesn’t show an immediate dollar return, it hasn’t a chance.

25. Planning is not coordinated; others are doing similar planning.

26. There’s no point to planning; too many unforeseen things are beyond my control or vision.

27. If I commit myself, I will be held accountable.

28. The boss and the organization shoot from the hip; should I?

29. I don’t have the authority to implement my planning.

8. Plan from strengths to weaknesses. Often, it becomes more natural to try it the other way. Schaller and Tidwell explain it this way. A hypothetical church was bemoaning its condition and wanting to make some changes. Noting the absence of young couples, the conversation between two church leaders went something like this.

“You’re right, Martha,” agreed another older leader.

“We do a pretty good job here at Ebenezer for couples in their fifties and sixties, but there is no future for our church in that age group. There’s no question but that reaching out to young couples should be our top priority.”

“I couldn’t agree with you both more,” added a man who was generally recognized to be the most influential leader at Ebenezer Church. “I know it’s easy to list a Lot of other problems we have here. The Sunday School is down to a handful of kids, we’re hurting financially, we need more parking, and we’re short of leaders; but those are really symptoms of a more basic problem. If two dozen young adults joined the congregation next Sunday, all of these other problems would soon disappear!” This approach to planning, priority-setting, and decision making is not unusual. It is one of the most widely used planning models to be found in the churches. For the purposes of this discussion it can be identified as planning from weaknesses. Or, to be more specific this planning model appears to be based on the assumption that the best approach to planning is to identify that area of ministry in which our  church is least effective, or that function of the church in which we as a congregation are weakest, and make it the number one priority. This means concentrating on that specialized area of ministry in which the resources are the fewest, past
experiences will be least effective, and local skills are the scarcest. There may be other approaches which have a greater probability of failure than this planning-from-weakness model, but it is very difficult to name more than two or three. There may be other techniques which are more likely to undermine the morale of the congregation, but they are very rare. There may be other administrative processes which are more likely to be nonproductive, but they too are fortunately very rare.

9. Plan for “Bad News at Flat Rock.” The poet has reminded us that the best laid plans of mice and men often go awry. Then what? Throw up our hands in futility and cry, “I knew it wouldn’t work”? A far better option is to have an emergency plan already in the files. Although you hope that no one will rain on your parade, you know better. When the forecast is for rain, you had better get out your umbrella.

In initial planning, write down the possible risks involved in each stage of the actions planned. Then make some notes on how to act in terms of such an emergency. Far better it is to act from planning than to blindly react from a crisis. Emergency planning is like taking out fire insurance. If you do not use it, so much the better. If you need it, you have it. Perhaps we, are all tempted to say that we only have fire insurance when we don’t need it. Or, it must pay to worry because everything I worry about never happens. And we laugh about it, but subconsciously maybe we are considering cancelling the fire insurance for next year. Before you do, talk to someone who had a fire without insurance.

Obviously, we are not limiting this section to fire insurance. A fire can only burn down the church building. Other unforeseen emergencies can tear down the church itself. That is a crisis of real concern. If your planning has any boldness and imagination, it will also have some risk. Better be prepared with some emergency plans if the risks become too risky.

A Case Study

In 1960, the Wieuca Road Baptist Church of Atlanta was only six years old. Good planning and administration had given the church an unusually good birth. There were 1,100 members
with a budget of nearly $200,000. But the church had plateaued two years previously. The pastor, J. T. Ford, and other leaders of the church felt it was time to plan for another five-year
cycle.

We met countless times after gathering data. In May 1961, our recommendations were presented to the congregation. After three sessions of discussion and refinement, the plan was
adopted. Note the plans and the historical results. (Only a small portion of the plans are listed here.)

Action Planned Results

1. Develop job descriptions for all 1. Completed in June, 1961. personnel and committees by June 1961.

2. Sponsor a mission in 1961. 2. Mission started in 1961;
became a church in 1962.
Budget of former mission,
$500,000 in 1978.

3. Establish Family-Night Supper 3. Began in October, 1961.program on Wednesday by October, 1961. – 500 in attendance by 1968.

4. Redesign and reactivate new member orientation class by 1962. continues in 1978. – 4. Reactivated in 1962 and use

5. Develop membership profile by 5. Kardex file instituted in 1962. 1962; computerized in 1969.

6. Develop a camping program for 6. One-week camp for children children and youth by June, 1962. and one for youth began in 1962. By 1967, more than 250 attending.

7. Institute weekly teachers’ meetings by October, 1962. – 7. Began in October, 1962.

8. Strengthen missionary education 8. Strengthened existing for youth by doubling attendance girls groups and established by January, 1963. groups for boys in 1962. Total attendance increased by 80 percent, by March, 1963.

9. Plan to occupy interim sanctuary 9. First services held in in 1962, and permanent sanctuary respective sanctuaries in in 1970. in July, 1962 and January, 1971.

There were four objectives with twelve goals, and thirty-five tasks (actions). The church reached three objectives very well and one in a fair manner. Over 90 percent of the tasks were completed during the five-year plan. The members do not recall this time in the life of the church as one of great growth. (That came in the next five years.) But they do recognize these years as the time of foundation building.

Posted in AIS File Library, CM - Church Management, CMPL - Planning In The Church0 Comments

Management: The Annual Planning Retreat

By: Tim Massengale

Pastor Stacy was quite aware that he had a problem. His problem was that his church desperately needed a new shot of excitement and enthusiasm. Oh, he wasn’t talking about his services. The atmosphere of worship and praise was excellent. No, he needed it in the hearts of his people to reach the lost. Somehow they had lost their vision for growth, winning souls, and reaching their city.

His outreach had dropped off dramatically. Only a handful now participated in Saturday visitation. His two buses ran practically empty. His Sunday School attendance had dropped by almost forty in average attendance. The revival last month, their first one in almost a year, had been a struggle. Home Bible study involvement was dead. The cause of the problem?

“An intensive building program” he replied matter of factly. “We had to stop almost everything to build our new facility. It took two full years and required all of our spare time and energy. My people only have so much free time. When you use it all on building a building, you don’t have any left over to win souls. My people were tired. Even after the building was finished, they needed something to get them going again. Something to get them excited. They were out of the “habit” of soulwinning.”

But notice we said he “had” a problem. Thankfully he solved it. How? Quite simple. He went to Big Bear Lake, rented a big cabin, and went fishing – yet not fishing for bass (although he did have a little time to do that too), but fishing for ideas!

That was five years ago. Today his church has almost doubled in average attendance. The excitement is tangible in the faces of his people as they testify of their involvement in winning souls. His
altars are seldom empty.

What did Pastor Stacy do? He rented the cabin on Big Bear Lake for a departmental planning retreat. He gathered all his department leaders together and went up on Friday evening. They spent the night and were still there late Saturday evening. What were they doing?

Planning!
Praying!
Brainstorming!
Evaluating!

Over twelve hours was spent allowing the Holy Ghost to direct their discussion as to how revival could come to Popularville. And as the Lord directed their thoughts, a plan was developed. Every department was discussed. Every ministry was examined. As a group, a team, a body, they worked together, helping one another to make each ministry or department better and more effective.

You talk about excited, they got excited! It was their plan, to meet their needs, for their church, to help their department.

The excitement spread to the church. Because the new programs and outreach ministries had been well planned, they were more successful than ever before. Because more seed was being sown, a greater harvest began to be gathered. The old fire began to burn brightly. Once again they were on the road to revival.

For Pastor Stacy, the Departmental Planning Retreat is an annual event.

NEW LIFE FOR YOUR CHURCH

Although the above story is true (names have been changed), it is by no means a solitary occurrence. All over our fellowship, churches are learning the value of group planning and development to spark a fire into the hearts of church leaders. You see, Pastor Stacy knew that there were two key elements in motivating directors and maintaining their excitement. If you want your leader’s zeal to be fresh and new, your entire program must remain fresh and new. Just as our prayer life will become stagnant if it’s only dry, vain repetition – the same words, the same needs, the same everything – so, too, a department will become stagnant if it remains the same year after year.

The key to excited department leaders is (1) Innovative and creative plans each year for all departments, and (2) allowing your directors to have a major part of developing those creative plans.

1. Innovation and creativity should be encouraged when developing plans. Your annual planning retreat is an excellent time in the planning process to encourage innovation and creativity. The pastor should ask his departmental staff to develop the best activities for achieving their goals in the most productive way possible.

Innovation and creativity keep people and their plans from becoming stagnant. Therefore, when developing activities, people should be encouraged to improve on traditional methods. They should be asked to look for new and more efficient ways of performing even routine tasks. As a group you work together upon each project, building ideas and solving problems. This is the purpose of the planning retreat – not to put dates on a calendar – but to brainstorm innovative and creative plans for the coming year.

A new idea is delicate. It can be killed by a sneer or a yawn; it can be stabbed to death by a quip, or worried to death by a frown on the right man’s brow. – Charles Brower

2. Participation is the key to developing “ownership” to the new plans of your ministries and departments. People responsible for carrying out a plan should participate in its development. By doing this, they are more knowledgeable about how it should be performed and more excited about its performance. At the annual planning retreat, the pastor should make sure the department heads are involved in developing the activities required to achieve the department’s objectives. The pastor sets the general direction, but the department leader maps out the plans and goals it will take to get there.

Participation gives people “ownership” of plans. People who are required to carry out activities without participation in their development generally lack motivation and commitment to make the plans succeed. On the other hand, people involved in developing an activity tend to take more pride in their work and carry a greater burden to see the activity become a success.

Pastor, your leaders need to say, “This is what we plan to do,” rather than, “This is what the pastor wants us to do.” There is an old saying in business that states, “Good goals are our goals, poor goals are your goals.” Whether your leader’s excitement is lukewarm or red hot will depend upon their involvement in the development process.

WHAT THE PLANNING RETREAT DOES

An annual planning retreat for all of your department heads will benefit you in six ways:

1. Excitement and Enthusiasm. When a pastor begins to share his vision and dream for the future, and how each director fits into that dream, people get excited. New plans, fresh ideas, worthwhile goals, always spark the thrill of being part of a program that carries eternal purpose. When you get excited, your people get excited with you. Let your fire spread!

2. Commitment to Involvement. As we stated above, people are much more committed to a plan when they have a hand in its development. The planning retreat allows them to voice their ideas and solutions to various situations. It makes the plans “ours” instead of “yours.” When you develop something you have a much stronger commitment to seeing it succeed. It is much easier to lead a group of people when they are behind you, pushing.

3. New Ideas and Solutions to Problems. The greatest benefit of the retreat is the new ideas which are developed. This has been called by others the “master mind” concept: You have your ideas and I have mine, but when our ideas come together, they form new ideas that neither of us would ever have thought about. This is the very essence of “brainstorming.” When many minds focus upon a problem or a need, the Spirit can direct the group to the solution. Pastors are continually amazed at the quality and quantity of ideas that such a retreat produces.

During brainstorming, don’t worry about getting too many ideas. You can always trim them down later. Also, don’t judge the worth of an idea too quickly – God loves to perform the impossible!

4. A Team Spirit. If a Pastor is not careful, he can end up with each department becoming a “kingdom within itself” – each department operating only for its own benefit rather than for the benefit of the whole. Each department director must realize that, “what I do effects you and what you do effects me.” We are members one of another. We need each other and must support one another. We are a body. Every part must be in unity with the whole. If each department is in competition with the rest for the limited resources in the church (people, dates, money, facilities, etc.), then you have a kingdom divided and such will not stand.

Dr. Jack McGorman tells an allegory of the members of a body declaring war on the stomach. The arms, legs, and head were doing all the work. The stomach was getting all the benefits. The mouth said, “This is not fair. I will not feed the stomach anymore.” What was the result? Mouth, stomach, and the whole body attended the same funeral together – theirs!

The retreat will help bind the directors together as a team. They will work together to find solutions to difficult problems, set goals and make improvements. There is a tremendous unity that grows out of such a group activity.

5. Coordination of Activities. The retreat is a time to look at the entire year and what each department wishes to achieve. The activities of each department are then placed upon the master calendar so that no department conflicts with another.

But remember, even though each director will have a calendar, and you will be placing dates for each department upon this calendar, it is extremely important that the retreat doesn’t become only a “calendarizing” session. It is easy for the retreat discussion to get “bogged down” in trying to find an exact date for every activity. For most activities, instead of setting an exact date, simply choose the month that would be best. The exact date will then be set at the monthly council as the event draws closer.

6. A Reward for a Job well done. The retreat is very much a “reward” whether the church pays for the expenses or not. It tells that director “you’re important, your department is important, your advice is desired, your ideas are needed.” This is a powerful motivator because everyone needs to feel needed.

WHEN, WHERE, AND WHO

When: The planning retreat should be held each year as an annual event. The date for next year’s retreat should be set at this year’s retreat. It is best scheduled in late fall – October or November. You are planning the following year, so this allows you to have some time of preparation before you start on January’s activities. It is also “off-season,” neither summer nor winter, so rates for cabins, lodges, or motels are less expensive.

But if this is your first retreat, don’t worry about when is the “best” time to have it. Just have one! The retreat is the first step to the entire management process. If it happens to land in May, or July, or December, don’t worry, it will not hurt it’s effectiveness. You can put your second retreat back on schedule.

Where: The retreat, to be effective, should be an out of town and overnight event. This is important. If the planning time is at the church, it’s work – interest and participation quickly die. If
overnight and out of town, it’s fun and exciting. Having been involved in both situations, we have observed the results to be twice as good. (If it is impossible to go out of town or to go overnight, do the best you can to minimize interruptions and provide a relaxed atmosphere – preferably away from the church).

But don’t go too far away – an hour or two’s drive is maximum. Any longer and you will have to leave too early the next day to get home. Most directors will plan on leaving town after work Friday and driving to the retreat location. Some planning is usually done Friday evening. Then up early for breakfast, prayer and group planning all day Saturday.

Many churches have found it extremely beneficial to spend the night Saturday night and drive back early Sunday morning in time for church. This allows a much less hurried pace and more free time.

The best place to have a retreat is in a lodge or a cabin, but motels, camps, vacation homes, or other such facility is acceptable. The important thing is to keep the atmosphere relaxed and informal. Sit everyone in one circle or around one long table. Don’t set chairs lecture style or around individual tables. This discourages discussion. Make sure everyone has good eye contact with everyone else. Provide soft drinks and light snacks.

Who: The retreat should be attended by all department heads and their spouses. Experience has shown that the spouses will sometimes provide even better ideas and input than the directors. Your director attendance will also be better if the spouse comes.

The department heads must make the retreat their utmost priority. Tell them the date of your first retreat well in advance so they can make plans to attend. If the department head cannot come Friday evening, have them drive up Saturday. If they need to take time off from work, encourage them to do so. If someone just absolutely cannot make it, have an assistant come in their place. It is critical that every department possible be represented. If they miss the retreat, they miss much of the vision and motivation that this meeting provides. And Pastor, bring your wife too!

DEVELOPING YOUR RETREAT AGENDA

A sample retreat agenda is provided at the end of this chapter. The topics of discussion are for sample purposes only. You will need to meet with each director and develop the topics for their department together. But it is important that you try to follow the same basic format, at least for your first time.

The amount of time given to each department director depends upon the number of topics to be discussed. Limit the number of discussion topics within a department. It is impossible to discuss twenty different subjects as a group in an hour. Help the director to choose topics of greatest priority only. A list of sample topics is provided at the end of this chapter.

The most important topic should be first on his list, next important second, and so on. The reason for this is obvious. As you begin to run out of time, you will tend to hurry over the last topic or two, especially if you find yourself “hung-up” on a subject. If you have allotted the director one half hour, three or four topics is all you can cover. In one hour, five or six is maximum.

It is critical that you place time limits on each department. It is extremely easy to begin discussing a problem and lose track of time. And if you don’t stick to your schedule, the last department will get “bumped” and that’s unfair. To cut a department out or cut their time is to say “your department’s not important.” They are important, or they should not be a department.

Encourage everyone to get involved in the discussion. Those who do not contribute have little dedication to seeing the plans succeed. When you only observe, it’s your plan. When you’re involved, it’s our plan. A director who is pulling the oars has little time to rock the boat.

DISCUSSION METHODS

In discussing your agenda topics, always use a variety of discussion methods. These methods are designed to encourage everyone to participate. Lecture by the pastor or department head should never be used. The more your directors contribute to the discussion, the greater their excitement, interest, and quality of ideas. The following are given as suggestions:

1. Round Robin. Round Robin means you go right around the circle and everyone must contribute something. Call each person by name. Don’t allow them to “pass.” This starts the ball rolling for that department and gets everyone involved. Once all have spoken, they will feel more free to contribute later on.

Always try to use round robin discussion method for the first topic of each department. The first topic should be the most important. Using this technique will get every ones attention and focus on that need.

But a word of caution: this method consumes a lot of time. If your group is large, you may wish to cut it off before everyone has contributed.

2. Open Discussion. Open discussion is simply throwing the subject open for comments. Anyone may contribute or offer suggestions. Always call on someone to “start if off” by saying “Brother Jones, what do you think about that?” Although this is the easiest method to use, be careful not to over use it. It’s too easy for your “quiet people” to simply observe. Call specifically on the quiet ones if you see this happening.

3. Buzz Groups. Buzz Groups also work well. Divide everyone into small groups of three to five people. Give each Buzz Group a topic to discuss. After 15-20 minutes, the groups come back together and give their ideas. This is very effective. The smaller the groups, the more everyone participates. A brief “open discussion” is held after each group reports.

4. Three Great Ideas. The three great ideas method is also useful in some cases. Here you ask everyone to be silent for three to five minutes and write down the three best ideas that they can think of on a particular subject. Then you go quickly around the circle and everyone reads their ideas. Little discussion is given. This works well when you want many different ideas to later choose from. For example: “How can we raise money for the youth trip?”

There are many other methods. Use them! It is important to keep the discussion lively and interesting.

Never, never, never try to have a retreat without a well planned agenda. Put some real effort into it. Provide plenty of breaks. After ninety minutes, the brain shifts into neutral. Set meal times, free time, time for prayer and devotion. Make your retreat a spiritual and emotional renewal. They should go home charged up, excited, and thrilled to be a part of the work of God.

PREPARING FOR YOUR PLANNING RETREAT

The Planning Retreat should be planned carefully. Make your retreat reservation as far in advance as possible; a full year is best. Inform your directors of this date and get a commitment from all to attend. A month before the retreat, schedule a private session with each director. Review and evaluate their department, the past year’s accomplishments, and any problems there might be. Go over their job description and update it. Add new “training and development” assignments. Establish new goals for them to reach. Talk about their department and get their ideas for improvement. Your discussion should focus on two areas:

1. What problems are you having with your department?
2. What new things could you add to make your department better?

A key purpose of the retreat is to encourage every department to improve each year. It is not good enough for the director to just maintain the status quo. Since the church is growing and improving, the department should also. As we add improvements and solve problems within each department, it will allow the director to more effectively fulfill their purpose and goals. The best ideas and most pressing problems should be made topics for discussion. The pastor must use wisdom as to what should or should not be discussed in a group setting like this.

You should then purchase for each director a hard-backed binder for use at the retreat. This will become their “Departmental Binder.” In this binder, you should put the following:

1. Retreat agenda.
2. Organizational flow-chart.
3. Copy of their updated job description.
4. Sample and blank one-year plan forms.
5. Departmental monthly report forms.
6. Most important: a loose-leaf “one-page-per-month” calendar for date setting.
7. Also some lined note paper.
8. Colored tab-dividers to go between each of these.

Give a binder to each department head at the retreat. Each additional year, you need only provide a new calendar, updated job description, and retreat agenda.

RULES OF THE RETREAT

The following guide lines are provided to help your retreat to be more successful. After several years of two retreats each month in different churches, the author had found a few suggestions that
greatly help. You should go over these points with your retreat group before you begin.

– All departments are of equal importance – regardless of length of time spent on the department or in what order they are discussed on the agenda.

– There is no such thing as a dumb idea – no one should be afraid to offer their suggestion. Some of the most “crazy” ideas have sparked the “best” ideas because they broke us out of our mental rut.

– Everyone must participate in discussion – your ideas and input is essential.

– Please stay on the subject – with limited time and many topics, we cannot afford to wander. It is possible to sit until we are numb on one end and dumb on the other.

– Please take detailed notes – today the ideas and plans are fresh in your mind. Six weeks from now you will remember little of what was discussed. Take notes especially on your department.

– Please raise you hand to speak – otherwise the only ones who talk are those who talk the loudest. We will call on you in the order that hands are raised.

– There should be no private conversations during group discussion – it’s hard to talk to a group and share your ideas when everyone it talking to their neighbor.

– Please wait until breaks to get up (unless an emergency) – it’s hard to talk to a moving target. Sister “Smith” will refill coffee cups and get sodas if needed. Also, don’t wander too far off during
breaks.

– Please stay until the entire retreat is over – after your department is covered, please do not leave unless it is an absolute emergency. The remaining departments need your ideas too.

– The pastor has the ultimate veto of any idea or subject – all suggestions are simply that – suggestions. The pastor must have final say of what we will or will not do. Some topics or problems
are best discussed one-on-one.

IN CONCLUSION

Planning is difficult to do in short bursts alone. It takes time. The “tyranny of the urgent” is the enemy of planning. Just about the time you sit down to figure out where to go next, someone announces a newly discovered brush fire which demands immediate attention. So you abandon what was most important for what was most urgent.

Good planning requires extended periods of quality time, the right people, a comfortable environment, and adequate preparation. Good planning is the result of good planning.

You will find that your Departmental Planning Retreat provides just that sort of environment. It is an excellent time to encourage the kind of innovation and creativity that keeps people and their plans from becoming stagnant. It is a time to build the team spirit among your directors, so that, like an army, they can move forward on a unified front. When one department advances too far ahead of the rest, it creates an imbalance and a “hole” develops in the front line. Likewise, when one department stops moving, this, too, causes a weakness. The retreat brings everyone together, all working for a common goal. The result is more souls being added into the Kingdom of God.

Good, better, best
Never let it rest
Until the good, it be better
and the better, it be best!
– Author Unknown

Sample

1988 Annual Planning Retreat
United Pentecostal Church of Ellisville

Friday Evening – October 15

7:00 – 7:30 Prayer & Pastors Vision

7:30 – 8:30 General Topita – Pastor Keller
* Guidelines of the retreat
* Departmental 1-year plan – due date
* Monthly Planning Council – Set Dates
* Leadership Training Topics for 1989
* Monthly Reports
* Weekly Tag-in Time
* 1989 Retreat Date
* Annual Department Review Weeks
* Interdepartmental Job Descriptions – Due Date
* Family Night – Monday
* Pastor’s Vacation

8:30 – 8:40 Break

8:40 – 9:30 Home Bible Study – Bro. Jackson
* How to get more people involved in HBS?
* How can we obtain more HBS’s?
* How can we effectively promote HBS in the church?
– Annual Seminar & Emphasis Month Ideas
– H.B.S. Monthly Promotion Ideas
* Dates
– Annual Training Seminar – outside speaker
– In-house H.B.S. Teacher Training-three

Saturday – October 16

8:00 – 8:30 Breakfast (If you wish)
8:30 – 9:00 Prayer & Pastor’s Devotion

9:00 – 9:50 Outreach Department – Bro. Stetler
* Spiral Ministry Promotion
– Dates for Monthly & Quarterly & 1989
– How to get Spiral Board Information
* How can we motivate & recognize workers?
* Saturday Door Knocking – Vineyard Concept?
– Door Knocking Training
– Date each month
* 2 – Membership Involvement evaluations

9:50 – 10:00 Break

10:00 – 10:30 Visitor Follow-up – Sis. Reid
* How to make visitors feel more welcome?
* Problems getting visitor information
* Visitor Follow-up Training seminar – Date

10:30 -11:00 Prayer & Missions – Sis. Rush
* How can we encourage pre-service prayer more?
* Monthly Irayer Promotion – ideas for promoting prayer
* Expanding our Prayer Library
* Dates
– Jan. week of prayer
– Prayer Revival
– Missions Conference

11:00- 11:10 Break

11:10- 12:00 New Convert Care – Sis. Stockholm
* How can we involve converts in YOUR department
* What each department does with the Altar Card?
* How can we reach our backsliders?
* Dates
– New Convert Socials Quarterly – Ideas & Dates
– First Night Counseling Training

12:00 – 12:10 Break

12:10 – 1:00 Ladies Auxiliary – Sis. Bingham
* Ladies Outings – where?
* Fund Raising Ideas
* Family & Marriage seminar – topics Ideas
* Ideas for improving our “Fall Festival”
* Dates:
– Ladies Meetings – Quarterly
– Picnics – Labor Day & Memorial Day
– Annual Marriage & Family Week
– Mother/Daughter Banquet
– Church Christmas Dinner

1:00 – 1:10 Break

1:10 – 1:40 Music Department – Bro. Robinson
* Ideas for enlarging our choir
* Choir practice problems – sound, baby-sitter, faithfulness
* Annual Song Fest – date & promoting
* Encouraging Musical Talent in the Church – an annual recital?
* Christmas Caroling – homes of past visitors

1:40 – 2:30 Lunch

2:30 – 3:20 Sunday School – Bro. Schofield
* Sunday School Growth – Class Goals
* Special Promotional Program Ideas & Dates
– Easter Sunday
– Pentecost Sunday
– Fall Thrust Sunday
– Christmas Promotion
* S.S. Aim for Excellence – Teacher Motivation
* Starting a Sunday Morning Teacher’s Prayer Meeting
* “Parentreach” concept for Bus Ministry
* Sunday School Dates:
– Summer Children’s Musical
– Teacher Training Seminar – Date
– Teacher Appreciation Banquet – Dec. ’88

3:20 – 3:30 Break

3:30 – 4:20 Men’s Ministries – Bro. Dean
* Men’s Fellowship
– Annual Men’s Fishing Trip
– Father/Son Picnic ideas & date
– Quarterly Men’s Prayer Breakfasts – ideas to improve
– Is a Boy Scouts ministry possible?
* Maintenance
– Quarterly Men’s Work Days
– Projects
* Expanded Parking Lot
* Parking Lot Drains
* Redesign Annex Interior
* Other Needed Projects/Repairs?
* Ushers & Hostesses
– Emergency Procedures for fire, sickness, etc.
– Usher/Hostess Training seminar – Date
– New visitor packet

4:20 – 4:30 Break

4:30 – 5:20 Youth Department – Bro. Gilly
* Starting monthly Youth Council/Committee Meetings
* Youth Trip Ideas & Date
* Fundraising Ideas for Youth
* Involving Youth in Outreach
* Dates
– Youth Convention
– Youth Week
– Fall Harvest Party
– Youth Camps
– Christmas Social ’88
– Others?

5:20 – 5:30 Break

5:30 – 6:30 Public Relations Departments – Sis Iverson
* Purpose & Use of this department
* Fliers & Monthly Bulletin Deadlines
* Monthly Bulletin – ideas to improve
* New “cost-effective” advertising ideas
* New church directory

6:30 – 7:30 Dinner
7:30- 11:00 Free Time

Sunday Morning – October 17

8:00 a.m. – Depart for Ellisville – Don’t be late for church!

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How Do You Conduct Committee Meetings?

By Jamie Buckingham

When you think of a group of Christian leaders seated around a conference table, your mind should conjure up the impression of a great reservoir of spiritual power. Unfortunately, instead of a reservoir what you often find is a swamp. Both contain water waiting to be channeled. A swamp is stale, defies runoff (much less channeled use), and is a breeding place for unpleasant-even dangerous-things.

The leadership meetings described in the Bible are the reservoir kind. The classic meeting is the one described in Acts 15, which was called to settle a dispute between those who felt one way about the Gentile converts and those who felt strongly in the opposite direction. Out of this meeting came results which affect the Church even today.

Another meeting described in Acts 11 actually set the precedent for this later policy-setting meeting. It is a good example of the decision-making process in action.

There are numerous other meetings described in the Bible. Jesus conducted a number of meetings with His disciples. There was that famous meeting in the Upper Room in Acts 2. Then there were smaller meetings, such as the ones between Paul, Barnabas and John Mark; and the meeting of the “prophets and teachers” described in Acts 13, which resulted in Barnabas and Saul being commissioned as the first missionaries.”

But most modern leadership meetings such as deacons’ meetings, elders’ meetings, staff meetings, even (or should I say especially) church business meetings, fall far short of the productivity found in biblical meetings. For years I conducted such meetings-hundreds of them which were a sheer waste of time. They were, in Shakespeare’s terminology, much ado about nothing-full of sound and fury, signifying very little. Others could more accurately be described as a comedy of errors. None were productive.

Recently I visited another church and was invited to sit in on the regular staff meeting. It was quite an experience. About halfway through the meeting I started taking notes-not on what the pastor was preaching about (yes, I said preaching), but on what the rest of the staff was doing as he preached. A secretary was filing her nails, the church administrator was writing in his Day-Timer, one of the associate pastors was quietly reading his Bible, the music director was whispering to another secretary, and I was taking notes. None of us were listening to what the pastor was saying.

Well-run meetings don’t just “happen.” They have been planned by the leader who, either through experience or training, has been able to absorb the skills necessary for holding successful meetings.

According to a recent survey I made, the average pastor spends 72 percent of his workday meeting with two or more people. Thus it is vitally important to know the art of running a meeting-even if you don’t call it a meeting-for the principles are the same.

I have had years of experience conducting meetings of every kind from moderating church business meetings where the only item on the agenda was the firing of the pastor (me), to deacons’ meetings where we went the entire evening debating the placement of fire extinguishers in the building, to moderating “summit conferences,” to settling differences in the Charismatic movement, to extremely productive and creative elders’ and staff meetings in my present church. Out of this experience, I want to share a few principles which will save you a lot of wasted time (and pain) if followed. They will also assure you of reasonable efficiency and productivity when you do meet. Here then are seven tips for improving the quality of your meetings.

1. Is the meeting necessary? The fact it is Tuesday morning and you always hold staff meetings on Tuesday is not sufficient reason for holding a meeting. Too many of us have been in meetings which were not necessary, but were held anyway. Such meetings are best if not held.

There are a number of legitimate reasons for holding meetings. They are necessary to gain feedback to your ideas. They are necessary to communicate with a number of people. Meetings should be held whenever you feel a group will produce better solutions than those made by a solitary decision maker. Hearing God with a corporate ear is often more effective than hearing Him alone.

But many meetings with a number of people present would have been far more effective if held at the management level alone. For instance, Tuesday is the regular time for our church staff meeting. This includes all our part-time workers, office secretaries, and occasionally volunteer workers as well. But some Tuesdays we don’t need to have a full staff meeting. On those days all our
business can be satisfied by calling together the staff pastors. At other times the only meeting necessary is with me, our senior pastor, and our business administrator.

Meetings held to vent your anger or frustration at a staff member or elder are not only unnecessary, they are demoralizing. However, meetings are a perfect place to announce major decision changes, especially those which will generate rumors and time-consuming apprehension about the future. When staff meetings are absolutely necessary, try to include only those staffers whose presence is essential, except those regular meetings when it is necessary to get everyone together for the sake of disseminating information.

2. Plan ahead. Many top managers insist the cardinal rule for a good meeting is the leader should spend as much time preparing for the meeting as at the meeting itself. A good portion of that time should be spent in prayer. Specific prayer should be for each person you plan to have present, not to mention prayer for the items to be discussed. I have seen scores, perhaps hundreds, of meetings go awry because the agenda was improvised…or left “up to the Holy Spirit to direct us.” The result is a lot of shallow talk followed by someone finally saying, “Well, what else should we talk about? I’ve got a dental appointment.”

One of leadership’s obligations is to pre-think about such things as “What are the needs of those who will attend?” and “Am I in control of the material to be presented?” A final question needs to be asked: “How will Brother So-And-So respond if the decision goes this way?”

In the first recorded elders’ meeting, Moses met with the tribal elders prior to visiting the pharaoh. He knew it was mandatory to have their support before proclaiming the Word of God to the Egyptian leader. Such planning ahead may slow down the process, but in the long run it will speed things up.

The leader also needs to determine the physical setting of the room. In some meetings people should sit in a row facing the leader. Other meetings are best conducted in a circle. Should the leader sit behind a desk, or at the end of a table, or should he stand? Each answer is important. Then there are other things: ventilation, visual aids and refreshments. All are the responsibility of the
leader, even though he may appoint someone else to actually handle the logistics.

3. Prepare an agenda. The agenda is the pivotal point of planning a meeting. Every staff meeting, every deacons’ or elders’ meeting, certainly every church business meeting, should have a planned agenda.

Agendas are simple. The wise leader does not set up an agenda by himself. He will consult with his secretary, with whomever kept the minutes of the last meeting (to determine what old business needs to be discussed), and with his administrator-who may or may not be the key person in the planning process. The leader then sets objectives for the meeting, outlines a logical listing of specific topics he wishes to cover, and includes anything postponed or tabled from the last meeting. He might want to circulate his agenda prior to the meeting to give his colleagues an opportunity to be prepared for each item as well as to add subjects which he may have misread.

A good stance is well ordered. One thing I have learned across the years is to put the most important item on the top of the agenda. The novice leader puts these items at the bottom, hoping to “clear the deck” of the less important items. However, these smaller items often eat up the time, leaving no time for the real reason for meeting. That means the best time for confronting dramatic and controversial decisions is early in the meeting-right after the first cup of coffee but prior to any earth-shattering crisis.

A well-planned agenda will allocate a specific amount of time for each item to be covered. In the home group my wife and I belong to, our leader allocates at the beginning of each meeting how much time each of the 10 persons in the group will have to “check in.” If, however, one group member has something bothering him, or has to make some kind of crucial decision the coming week, we are free to pause and take as much time as necessary until we feel assured the situation has been covered.

In other words, even though it is right to allocate time limits on each item, the wise leader remains flexible to the leading of the Holy Spirit.

The advantage of having a cut-off time for each subject, however, keeps the discussion from dissolving into a digression. The leader’s task is to keep the meetings from meandering by indicating the purpose of each agenda item. For instance: “This is for information only,” or “We need to discuss this thoroughly.” Or, “We need to make a decision on this before we leave.” He also will constantly interject little things such as, “We have two minutes left to discuss this before we move on.”

A final word: If you load the agenda with too many varying subjects, you may have the need of covering the material in two briefer meetings rather than one long one.

4. Don’t be afraid to make decisions. There are two types of people: those who are process-oriented and those who are goal-oriented. The process-oriented person seldom makes a good leader. His reason for making the trip is to enjoy the scenery. Whether he reaches his destination is incidental to enjoying the trip.

The goal-oriented person, on the other hand, may enjoy the trip but his primary purpose for traveling is to reach the destination. In fact, he would much rather fly than hike, not because he doesn’t appreciate exercise but his purpose is to get where he is going. After he arrives, he’ll play racquetball. For that reason the goal-oriented person usually makes a much better group leader.

Far too many staff or elders’ meetings “get nowhere fast” simply because the leader enjoys hearing people talk-and because the people involved all want to have their say, even if someone else has already said the same thing. The wise leader should always interrupt at that point and say, “We’ve already covered that; let’s move on.”

The classic illustration of a leader who was unafraid to make decisions is found in Acts 15. After hearing both Paul and Peter, the group leader, James, made a binding decision. After quoting Scripture from Amos 9, he outlined his conclusion by saying, “It is my judgment, therefore, that we should write to them….”

Using James as the example of a good leader, we can see how a decision-making process not only helps in avoiding aimlessness, but it assures efficiency in reaching goals.

A. Gather data: In Jerusalem, James listened to both Paul and Peter before making his decision. The wise leader gets all the information he can before making his decision.

B. Define objectives: In the case of the Jerusalem conference, James knew ahead of time what he needed to accomplish: He needed to reach a conclusion on the “Gentile problem.”

C. Develop alternatives: Don’t stop short of considering all the possibilities. Should we send a letter, should we send messengers, or (as they did in Jerusalem) should we have messengers deliver a letter? And wouldn’t it be a good idea for one of those messengers to be the man who argued against the decision reached-to let the Gentiles know we are standing together in our decision?

D. Calculate the risks: James realized his decision could be badly misunderstood not only by the Gentiles in Antioch, Syria and Cilicia, but by modern-day Gentiles as well. Yet in the light of all circumstances, he still felt it was the best decision-and stuck to it.

E. Follow through on your decision: The good leader selects the alternative he feels God has approved-then sticks to it. From that point on, he will protect the decision rather than try to eliminate all risks. He does this by establishing controls, providing for feedback and making secondary support decisions-such as the decision to send Paul along as one of the messengers to the Gentiles.

It is important the leader not get ahead of himself by jumping to quick decisions. Sometimes it is better to hear all the facts, then wait awhile before making a final decision. My own experience has led me to believe that it is best to wait at least 24 hours before making the final decision. That gives God a chance to speak after the meeting is over. I know of very few decisions that cannot be put off a day.

5. Give the meeting top priority. If you are going to call a meeting which pulls people away from other important things they could be doing, you need to assure them nothing will interrupt that meeting. Few things are as insulting as to be called to a meeting, then have to wait while the leader reads his mail, excuses himself to answer the phone, or allows other business to interfere with the schedule.

If I am conducting a staff meeting in our church office, I ask the receptionist to hold all but emergency calls until the meeting is over. However, you need to keep in mind a basic premise used by marketing people: “Never make yourself unavailable to a client.” That means cutting off calls, but only to a certain level.

We have found the best way to keep our staff meetings from being interrupted is to hold them from 7 a.m. to 9 a.m.-before the normal workday begins. I have found mornings much better for meetings than late afternoon simply because our minds are fresher and not cluttered with the problems of the day.

We conduct our elders’ meetings “off premises.” IBM, as well as many other companies, often holds staff meetings at off-site locations. This has the advantage of lowering chances of interruptions as well as providing a pleasant respite from the week’s ordinary routines. I have discovered we do far better with our elders when we set apart an “all-day Saturday” time for us to meet, usually in the home of one of the men, in a nearby retreat center, or perhaps in a beach-front condo. This allows us time for prayer as well as business meetings.

A final word: Emphasize the meeting will start on time. That means the leader must be there early. But if a key group member cannot be there on time, sometimes it is best to wait a few moments until he arrives rather than having to stop and recap everything for his sake.

6. Don’t be afraid to lead. One of the major problems with many modern groups is they try to conduct business without a leader. Somehow it seems more spiritual to say, “The Holy Spirit is our leader.” But as all management experts point out, it is a rare egalitarian group that can operate without some kind of power center. If there is not a designated leader, the power evolves out of a pecking order. That may mean the power goes to a person who is not accountable to management or whose values are not those of the rest of the group.

To understand group behavior it is important to look at two psychological processes: aggression and identification. One way or the other, aggression is going to be in the center of group activity. It’s important to recognize aggression in its various forms-one of which is the struggle for leadership.

It is also important to recognize where the group’s identification lies. It may identify with the leader, with the church organization, or with certain values represented by the leader. Or the members of the group may be allied with each other against someone else-which might (God forbid) be the leader.

Ideally the group should be able to identify with its leader and, having resolved the power issue, channel its aggression into its task.

The best way to accomplish this it to lead-but lightly. Do not dominate the meeting but draw from each person present the best he or she has to offer. Begin your questions by calling each person by his first name. Draw out those who are silent, restrain yourself from any kind of sarcastic answer, and so on special occasions give specific and generous affirmation and compliments in front of other staff members.

Except on rare occasions, correction should be left until you can talk privately to the person who has made a mistake.

A good procedure for keeping the discussion going is to call on the senior staff member last. That way junior staff members will not feel intimidated or pressured to parrot superiors.

For morale’s sake, it is good to try to end each meeting on a positive note of accomplishment-just as it is good to begin each meeting on the same high spiritual note of faith.

7. Be transparent. Unfortunately, many pastoral leaders believe familiarity breeds contempt. For that reason, these leaders maintain a certain aloofness for the sake of maintaining respect. In reality, however, while this may insulate the leader from intimacy which may, indeed, expose his weaknesses, the final result is the group seeing the leader as unapproachable, distant and therefore unfriendly.

The more a leader gives of himself, the more he will receive in turn from his group. The prime example of this is the meeting recorded in John 13. Here Jesus, always in command, brought out the towel and basin and exposed Himself as servant to those who followed. It is the classic picture of the basic paradox of Christian leadership: he who is last shall be first.

Recently the leader of one of America’s largest missionary organizations began his staff meeting by confessing he had made a mistake which could cost the mission a considerable amount of money. His transparency, instead of causing his followers to lose respect, not only endeared him to them but opened the door for them to be honest in return.

It is not unusual for staff members to approach a staff meeting with great apprehension. They are afraid something is going to happen to them-something unpleasant. I have found if I begin my staff meetings by confessing some weakness or flaw in my own life-and asking them to pray for me-or if I begin the meeting with a brief personal experience, or if I begin by complimenting a staff member for some specific act, the group not only loosens up but moves toward me with love and loyalty.

The wise leader knows the corporate mind is more powerful-and far wiser-than the single mind. He therefore does his best to draw from each person the mind of Christ as it applies to the subject at hand. The highest compliment of any meeting is to have it said, “When the best leader’s work is done, the workers say, ‘We did it ourselves.'”

Jamie Buckingham, senior minister at The Tabernacle Church, Melbourne, Florida, is one of the most widely read Christian writers of his generation. He is an award-winning magazine and newspaper columnist and has served in editorial positions for Guideposts magazine, The National Courier and Logos Journal. At present he is on the board of directors and is editor-at-large for both Charisma and MINISTRIES magazines, and an editorial consultant for Wycliffe Bible Translators. He has authored 33 books.

(The above material originally appeared in Ministries Magazine.)

Christian Information Network

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Keys To Starting A Small Business

By: Steve Cesari

Are you an entrepreneur? I have started more than 15 companies and found that it takes more than a good idea and some talent to launch a successful business venture. Yet failure is not inevitable. Here are five principles that will help you greatly increase your odds of succeeding.

Passion
If you do not believe in what you are doing, no one else will. A passionate person with limited ability will outperform a passive person with more ability. When I started Trillium Health products in 1989, I have no doubt that passion helped us generate $75 million in revenue in just two years and led to my nomination by Inc. magazine as Entrepreneur of the Year. Before committing to any business startup, ask, “What makes me come alive?”

Planning

One of the main principles that separate the small-business successes from the failures is planning. Think of your business as a journey and the business plan as a road
map. Failing to plan is the reason 75 percent of businesses fail in their first five years. Helpful resources include Business Plan Pro software, and for help with a business plan, contact Master Plans (masterplans.com).

People

Leadership expert John Maxwell says, “People trace the successes and failures in their lives to their most significant relationships.” Look for someone who is already successful doing what you want to do or who has the same values you have and schedule time with him. Use the time to gather information. Someone at the U.S. Small Business Administration (sba.gov), will usually meet with you at no charge. The local Chamber of Commerce is another great place for help.

Perseverance

No matter how much ability you have, there is no success without perseverance. Being successful in business requires discipline, hard work and preparation. One of the
most important predictors of success is whether or not you have the “staying power.” Before you open your business, ask yourself whether you have the perseverance to finish the race.

Prayer

Seek God’s guidance in all you do. Ask Him for wisdom, and the right people and
resources. Start by asking Him if your business opportunity is the right one for you. Talk to God as if He is your business partner, before, during and after you start your business. I talk to God constantly, seeking His wisdom when I don’t know what to do. NM

Steve Cesari is president of Vital Visions Inc. and a nationally acclaimed entrepreneur, mentor and speaker. Visit him at 1percentclub.com.

This article “Keys to Starting a Small Business” written by Steve Cesari is excerpted from New Man Magazine a Nov/Dec 2007 edition.

This article may not be written by an Apostolic author, but it contains many excellent principles and concepts that can be adapted to most churches. As the old saying goes, “Eat the meat, throw away the bones.”

Posted in AIS File Library, CF - Church Finance, CFGE - General Church Finance0 Comments

Planning Why Bother?

Planning Why Bother?
Nathaniel Dame

“I tried making an annual plan for my youth group, once…”

So what’s the big deal about planning? Things never quite happen like you expect, so maybe it doesn’t seem worth the effort. And life + youth group is already crazy—why add one more thing to the to-do list?

A truly effective plan for youth ministry doesn’t just take up time. It helps you save time and make the most out of the limited time that you do have. In fact, effective planning should be front and center in every youth ministry.

1000’s of Ideas

Right now you can run into any Christian bookstore, lay down $20, and walk away with hundreds, if not thousands, of youth ministry ideas in your hands. Is that a good thing? In the end, it might not be. We all love sifting through ideas and looking for the good stuff—it’s important to always learn and try new things. But what happens when we’re driven by ideas more than vision? It’s easy to let happen. Instead of running after that God-inspired vision for ministry, uniquely fit to the church and community we minister in to reach and disciple students, we’re just scrambling for something to do this week.

Ideas are helpful, but we need to be driven by vision. And that takes planning.

Jesus lived purposefully, on purpose, while constantly staying connected with the Father. He knew where he was headed, and he was constantly praying and listening to the Father for direction for the future. To make the most of our short time on earth, we should be planners, too. That doesn’t mean we need to figure out our 30-year goal, beyond a shadow of a doubt. Plans change as we learn, adapt, and grow, but pro-active planning keeps us focused and at the top of our game. Leading purposefully is the only way we can make the most of the unique opportunities we have as youth pastors. And the “hard work” of planning always pays off.

Nathaniel Dame is the president and founder of Called to Youth Ministry, and he leads a new online training opportunity for youth pastors titled Creating a Movement of Student Discipleship

This article “Planning Why Bother Youth” by Nathaniel Dame was excerpted from: www.youthministry.com web site. August 2010. It may be used for study & research purposes only.

This article may not be written by an Apostolic author, but it contains many excellent principles and concepts that can be adapted to most churches. As the old saying goes “Eat the meat. Throw away the bones.”

Posted in AIS File Library, YMGE - Youth Ministry0 Comments

Goal Setting and Calendar Planning for Youth Leaders

GOAL SETTING AND CALENDAR PLANNING FOR YOUTH LEADERS

I. Goal Setting

A. Your Advantages in Setting Goals

1. Goals set your direction
2. Goals remove frustration, wasted time
3. Goals reduce your personal workload and your pressure of deadlines
4. Goals make the best use of your time
5. Goals create a well-rounded program that meets the needs of your
youth group

B. How You Can Set Goals

1. Know your responsibilities
2. Determine what results you desire to reach
3. Appoint date when you desire to accomplish this result
4. Specify the appropriate steps to be taken to attain your goal
5. Decide how much money is required to arrive at goal

REMEMBER: Keep your goals realistic and attainable with your specific
youth group in mind.

II. Calendar Planning

A. Look at Your Benefits in Calendar Planning

1. Calendar planning inspires and encourages your youth to attend
church and become active in your youth group.
2. Calendar planning supplies you with a record to look back on and
refer to for future use.
3. Calendar planning provides you with a sense of accomplishment.
4. Calendar planning aids you in stimulating others to plan for
success.

B. How You Can Plan Your Calendar

1. Place a specific date you desire to attain your goal(s).
2. Divide the year into 12 months and insert the appropriate step(s)
for each month.–Quarters
3. Divide each month into weeks and insert the proper step for each
week.
4. Assign specific dates to each step you are taking to reach your
goal(s).

PLAN YOUR WORK
WORK YOUR PLAN

YOUTH LEADER

I. Purpose

1. To conduct youth services each week at the church.
2. To develop dedicated Christian young people.
3. To provide avenues of fellowship and expression of talents.
4. Conduct evangelistic ministries outside the church.
5. To support organizational activities through attendance and giving.
6. To encourage and unite the youth of the church into one body.
7. To support the programs of the whole church.

II. Qualifications

1. Must be between the ages of 12 and 35 inclusive.
2. Must have the approval of the pastor.
3. Must meet the qualifications for church membership.
4. Must have a consistent daily prayer life and Bible reading.
5. Must be involves in personal evangelism in contacting at least one
soul per week.
6. Read Conquerors Magazine each month.

III. Responsibilities

A. Take complete oversight of Youth Service Night.

1. Arrange for pianist, organist, song leader, ushers, specials,
service leaders, speakers, etc. (speakers must be cleared with the
pastor).
2. See that the church is opened, locked up, lights on, heat
regulated.
3. Make arrangements for transportation when necessary.
4. Service ideas: Panel discussions, Topical services, evangelistic
services, outdoor services, plays or skits, singspirations,
outreach services, exchange services, street meetings, witnessing
services, missions, film night, consecration services.
5. Contact youth when absent.
6. Make visitors feel welcome and see than they are contacted.

B. Take complete oversite of all Youth Activities

1. Christmas Caroling 5. Youth Socials
2. Bible Quizzing 6. Youth Conferences
3. Youth Week (February) 7. Sheaves for Christ
4. Youth Camp 8. Youth Rallies

C. Work toward developing a “Youth Committee” to assist in the
planning of various activities (see organizational structure chart
for the Youth Department).

D. Keep the pastor informed of all activities and consult him on any
major youth project.

3 MONTH CALENDAR

MARCH APRIL MAY

1. Youth Service 7,28 4,11,18,25 2,9,16,23,30
“Great for God” Series

2. Youth Activity 21-Mt. outing) 27-Beach outing
11 (Young married Potluck)

3. SFC 2-SFC kick-off 2-16-Good Neighbor
8-Bake Sale 13-walk/bake sale
15-Dinner 20-car wash
27-dinner-singspiration

4. Bible Quiz-7-kickoff 14-know 1/2 book 26-know whole book

5. Youth Cruscade 28-29

6. Youth Week-14-19

7. Youth Convention-20-23

8. Camp Promotion- 16-start earning money

3-MONTH CALENDAR

MAY JUNE JULY

1. SFC–
7- Picture kickoff 4-Block Devil contest –FIREWORKS–
13- Garage Sale 4-Dollar Drive
(lump sum due
20-Kilometers for Christ
23-Good Neighbor kickoff 6-Good Neighbor due
10-Picture Day

2. Youth Activity–
20-Barbeque 17-R and R Day @ Redding 4–Fun Night

3. Bible Quizzing–
6-Fellowship @ Anderson 3-Fellowshiping @ Burney 8-Divotional
16-Eureka vs. Arcata @ 17-Sect. 12 Finals @ Runoffs
Eureka Redding
20-Eureka vs. Anderson @
Eureka

4. Camp Promotion
4-18–Money Projects 9-14–$ projects
4,6,11,13,18,20,25,27 2,4–promotion–9,11.
Promotion Days 15-21–Jr. Camp
15-22–Sr. Camp

5. Youth Cruscade– 28-29

6. Youth Service–
2-End Great For God “Do It Again”-6,13,20. 4-Fun Night
Series
9-Bro Warren
16,23,30-“Do It Again” 27-Baseball Fun Night 11,25-“Do It Again”
Series Series
(A study of the Book of
ACTS with application to
youth)

(The original source and/or publisher of the above material is
unknown.)

Christian Information Network

Posted in AIS File Library, YMGE - Youth Ministry0 Comments


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