Church Today April 2014 Issue 1 by Initiate Media

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CONTENTS

APRIL 2014 ISSUE 1

07. Building Bridges Jeannie Mok 09. Financial Roadmaps in Church Life Graeme Kirkwood 12. How to Grow your Church Berni Dymet 16. Breaking Free from the Spirit of Control J.Lee Grady 19. CONFERENCE SPECIAL: Your guide to Preparing for your event or conference Practical Keys to ensure success 22. CONFERENCE SPECIAL: How to choose your next conference venue 7 Fundemental points to check before selection 24. Maintaining Church Staff Morale Hon. Dr. Gordon Moyes 26. Burn out Sue Pickering 29. Managing Volunteers Graeme Kirkwood

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Unless otherwise specified, all Scripture quotations are from the New International Version, copyright-1973, 1978, 1984, International Bible Society. No part of this publication may be reproduced in whole or part, without prior written permission. Opinions expressed in this magazine do not necessarily reflect those of the staff. All attempts are made to verify advertising material, and no responsibilty is taken for misleading or erroneous material. Due to spam issues, all email addresses have been removed from our publishers section. ÂŠ 2014.

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BUILDING BRIDGES Breaking Down Dividing Walls Within the Church How can the church reflect a society that has gradually become a colourful tapestry of several ethnicities and cultures? Jeannie Mok examines the importance of all Australian churches making room for the foreigner and actively working towards becoming a reflection of heaven – a multicultural church.

midst all the excitement and celebrations centred on the historic Obama Inauguration in Washington DC, there was a tiny media item about the predominantly ‘white’ Capitol Hill United Methodist church (originally called the Ebenezer Methodist Church), resolving to work more closely with the predominantly ‘black’ Little Ebenezer Methodist church, in view of the fact that USA now has its first black American President. Apparently over a century ago, both blacks and whites worshipped together at the Ebenezer Church, but in 1829, when the whites complained about the noise made by the black members as they sang loudly and stomped their feet while worshipping, the blacks left to form their church just round the corner, calling it the Little Ebenezer Methodist

church. Racism was alive and well, even in God’s kingdom. No wonder, only several decades ago, Martin Luther King was able to assert that 11am on a Sunday morning was the most segregated hour in the United States of America, as the faithful worshipped in their ethnically separated churches. At about the same time, the Dutch Reformed Church in South Africa practied formal segregation in their churches in accordance with the ‘Apartheid’ policy. How grieved must the Holy Spirit have been, where at the very heart of Christian faith and practice, racism separated congregations even as they worshipped the Lord. No doubt, segregation in churches is no longer consciously practiced; but if one visited the many ethnic churches around the world, one would wonder if some form

of racism or segregation was still in fashion. Revelation 7: 9 presents a vision of the ideal church, “Great multitudes that no one could count, from every nation, from all tribes and peoples and languages, standing before the throne and before the Lamb, robed in white, with palm branches in their hands.” Obviously in Heaven there is a celebration of cultural distinctiveness as the sights, colours and sounds of ethnicity are in full display. Amidst this technicolour worship of their Lord and Creator is the evidence of reconciliation – not only are men reconciled with their Father in Heaven, they are united with each other in one heart, one soul and one purpose. No wonder Psalm 133 declares, “How good and pleasant it is when brothers live in unity. Harmony

www.churchtoday.tv | 7

Multiculturalism

If the stranger has no voice and has difficulties accessing the privileges extended to all Australians the church speaks up and empowers them.

flows like fragrant anointing oil and God commands a blessing.” This heart-cry for oneness and unity among his body of believers can be answered in a multicultural church – a church, which has no dividing walls (of denomination, nationality, race, colour, culture, sub-cultures, prejudices, language, gender, socio-economic and educational status and so on). The model for such a church stems from the multicultural church in Antioch, which blossomed in the days of the Acts. After all, the Christian Church formally began as a multicultural organisation on the day of Pentecost – no other religion can claim this. Its founder himself was a role-model who continually crossed boundaries that were taboo to the Jewish people, seeking to build a whole community based on reconciliation. Even at the end of his life on earth, Jesus left his followers with the command (Mat 28:19) to “Go therefore and make disciples of all nations.” Through the cross, Christ had broken down the dividing walls and the hostility between ethnic groups (Eph 2:14) – the way was now open to spread the gospel throughout the world. This apparent fixation with a gathering together of all peoples was not to satisfy a whimsical desire to play happy families. A multicultural church which seeks deliberately to house all nations is in fact a fulfillment of God’s promise to Abram to bless all nations. It is also a foretaste of Heaven, an attempt to mirror on earth and to anticipate what will be the largest, happiest family reunion ever possible. God wants diverse groups of people from different parts of the world to come into his house, for it is in this place that they will learn his law and word. But how can this be, if the minority ethnic groups streaming Down Under do not always feel accepted and comfortable? More and more churches in Australia are being filled with people from different nations, seeking to learn the Lord’s ways, but are these God-houses user-friendly? The majority of Australian churches are English-speaking, yet Australians today speak approximately 200 languages (not counting 300+ Aboriginal 8 | Church Today April 2014

dialects). With its current population of 20 million, over 50 per cent are born overseas or have one parent who was born overseas. Eighty one per cent of Australia’s population used to come from English-speaking nations; now we have approximately 13000 refugees - many illiterate entering the country annually from Africa, Burma, Afghanistan and the Middle East, not counting the other 100,000 migrants coming on professional and business visas. We are now hearing exotic mother tongues ranging from Hokkien to Dinka, Tigrinya to Ketchin. Australian churches may have tons of goodwill, but unless proper infrastructure is provided for the non-English speaking, culturally and linguistically diverse (CALD) peoples, it will be difficult for them to settle down and prosper. Only a Jesus-centred, multicultural church can accommodate this diversity comfortably and efficiently. To help them integrate fully into the church family so that they become productive leaders and committed members in the church community, the church has to do more than usual. Should a poor and marginalized migrant require justice to be done on his behalf, the church should respond to this need. If the stranger has no voice and has difficulties accessing the privileges extended to all Australians the church speaks up and empowers them. That church will soon discover that it too has to become an agent of social justice in the community. Today, it is just not enough to be an international church where foreigners are welcomed, and where occasionally, their presence is acknowledged with an international food festival or a cultural show. These initiatives are a start, but far too superficial. Too often, foreigners have no choice but to be assimilated. Serious efforts have to be expended so that the church organisation becomes truly user-friendly where diverse ethnic groups are concerned. Church elements must be radically structured to be inclusive so that no one remains on the fringe or is forced to become a Caucasian clone. Real attempts must be made to accommodate diverse leadership, multicultural worship - a congregation where many groups come from a non-

English speaking background, plus the fact that new migrants and refugees face myriad problems quite foreign to the Western-Anglo Saxon Protestant (WASP) churchgoer. If this is not achieved, the church will experience many splits with the various ethnic groups going the way of the Little Ebenezer Church endeavouring to set up their version of an ethnic Christian church. As an organization, the multicultural church is no doubt more complicated, and certainly has more room for confusion and frustration. But as the corporate world knows too well, such complexity and diversity provide a rich pool of resources and creativity, with enormous potential for the glory of God’s kingdom. Conversely, a divided church cannot bring peace and unity to a divided city. The responsibilities of Christians today are to “keep the unity that the Spirit has given them” (Eph 4:3) and to “avoid grieving the Holy Spirit through sins of discord” (Eph 4: 25 -31). The tools that many mainstream churches are using to win souls are becoming blunt – the sickles for harvesting are no longer sharp. Numbers in Australian mainstream churches (apart from the Pentecostals and Catholics) are declining. In other words, the church is becoming dull. The Lord is now bringing different crops into the country – a multicultural harvest. These constitute different harvests in various seasons that require other implements. If the church is dull to the demographic changes in Australia, it is time to get smart and start sharpening our tools before we suddenly become irrelevant to the community. The first step in sharpening our tools is to accept what God is doing in Australia. Once we see that as a fact and recognise the truth of what God is doing, we will slowly and steadily become the kind of church that God intends us to be in this nation. If the church seizes the opportunity and privilege that God has afforded his people to bless the lives of foreigners, multiculturalism will surely become a blessing, not a curse. Jeannie Mok International City Church Brisbane

FINANCIAL ROAD MAPS In today’s economically turbulent times, leading a church can be likened to taking a road trip into a new part of the country using a GPS or a road map. Using a straightforward comparison, here are some key pointers that will assist you to reach your financial destination in a refreshed and strong position… GR AEME KIRKWOOD Map out the trip by entering the destination Financial planning, management and strategic planning are essential. Financial budgets, staff budgets and capital expenditure budgets are key foundational pillars that become the road map for the church to guide it to its destination. Globally, many churches overlook the importance of budgeting for the church’s journey and discover en route that there are unforeseen difficulties. Regularly check reference points along the way The voice that we ‘love to hate’ on our GPS gives us updates as we progress along the journey. When we deviate from the required route it screeches at us ‘recalculating.’ As we advance through the financial year we must regularly check our progress against the planned budgets. The facts of the

financial reports should not be ignored but rather combined with the wisdom of the eldership or board. There are times we must ‘recalculate’ income and spending to avoid early termination of the church’s journey. At a minimum, smaller church boards should meet quarterly, larger churches monthly. Don’t drive by the rear view mirror Many church boards spend time focusing only on the past financial results. While this is important, past results only disclose where the church has already been. In driving our cars we spend more time looking forward than looking out the rear view mirror and the same principle applies in leading the church. In unpredictable or uncertain times it is especially important to regularly look forward and project the future revenue and spending patterns and to make adjustments to suit conditions ahead of time.

www.churchtoday.tv | 9

Finance

It is important that the TRUE COSTS OF RUNNING THESE BUSINESSES ARE WELL RESEARCHED and provided for before ploughing funds into them in a bid to support regular church costs. Check for blind spots Recently we have observed an increasing number of churches that have built trading revenue into their operations as a means to support daily church costs such as wages and programs. While the entrepreneurial approach is to be applauded, this approach does contain significant risk. In our reviews we often find that church staff do not have the expertise to run a business – for example a coffee shop or design business – and in time the church begins to subsidise the business, not the other way around. It is important that the true costs of running these businesses are well researched and provided for before ploughing funds into them in a bid to support regular church costs. Strategically, it is better to commit these intended surpluses to discretionary projects as opposed to fixed committed expenditures such as wages. Know the road regulations In the eyes of many state and federal authorities, churches and charities are viewed as another industry segment. In much the same way, we have regulations over employment, health and safety, taxation and building or facility management. It is important that we know what these regulations are. Recently we have encountered churches that overlooked regulations over superannuation remittances, building permits, facility

use and fire regulations, that resulted in significant financial penalties or a restriction on use. The road trip of life is always more secure if we know the ‘rules of the road’. Stop and ask for directions Yes, there are times when even the GPS doesn’t make sense! Recently, while in Brisbane, it instructed me to do a U-turn on a main road with a solid concrete barrier. As church leaders, we are privileged to be surrounded by other churches, denominational and movement offices and independent specialists who can assist us when we enter unknown or unfamiliar territory. Don’t be too proud or scared to ask for help. Whilst we are currently in uncertain economic times that leave us vulnerable to additional risk, the faithfulness of God on one side and the consistent vision, good governance and due diligence on the other, puts the local Church in a distinct position to emerge secure and strong. Graeme Kirkwood, through Global Church Solutions provides financial, management, taxation and strategic planning advice to churches and ministries in nine different countries. Contact details, free download resources and information can be obtained at www.globalchurchsolutions.com

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HOW TO

GROW YOUR CHURCH Berni Dymet takes us on a case study of church growth through the leadership models of two very different churches heâ&#x20AC;&#x2122;s visited in March 2014.

12 | Church Today April 2014

Growth

unning a church is a complex business. Anyone who’s ever tried it will tell you that. Growing a church is an even more complex business. So many factors; so many variables … so many knobs to twiddle and fine tune. Where do you begin? Where do you focus your energies? Those are the questions that church pastors and leaders are often asking themselves. Why isn’t our church growing? … and … What can we do about it? Having worked as a consultant

And in just this last month, I’ve come across two churches that couldn’t be more different. Let me tell you about them. (Oh, by the way, neither of the Churches that I’m talking about here are anywhere near Guntur or Gippsland – no names, no pack drill as we used to say in the military). CHURCH NUMBER ONE – THE STAGNANT CHURCH This church has been around for a long, long time. It’s a relatively wealthy church (by any global standard) though by no means a mega–church. It has everything that it needs, and an income which, whilst

AM I SAYING THAT IT’S THE PASTOR’S FAULT? NO. THAT WOULD BE TOO EASY. THERE WAS SOMETHING MISSING IN THE CULTURE. SOMETHING … in the corporate world of a couple of much of what I picked up along the way came from watching those who were successful and those who were, well, shall we say, not so successful. That’s why I’m such a great fan of “case studies”. It’s one thing to theorise, it’s another entirely, to see things working in practice and to learn from them. These days, doing what I do now, I see a lot of churches of all shapes and sizes. In just the last month, I’ve visited around eight different churches, from Guntur (Andhra Pradesh, India) to Gippsland (Victoria, Australia).

not stellar, is more than adequate. People seemed happy enough when I visited. On the surface things seemed fine – a reasonable sermon, a more than adequate worship team, a clean, comfortable space and certainly a location in the middle of a bustling, thriving community (the sort of location that many pastors would give there right hand to have). But there was something missing. I couldn’t quite put my finger on it at the time, but after some reflection, it hit me. There was no passion. And I mean that at every level. In the worship, in the preaching, and especially, in the community thing that’s meant to happen when God’s people gather

together. I noticed the pastor – nice enough guy he seemed to me – after the service. Instead of mingling with his people, he hung back behind the sound desk talking to the team there. Am I saying that it’s the pastor’s fault? No. That would be too easy. There was something missing in the culture. Something … CHURCH NUMBER TWO – THE GROWING CHURCH I visited this church just a few weeks later and it couldn’t have been more different to the first one. It was just the craziest place. There was a buzz, an excitement. There was something happening in that church. And not because it was particularly wealthy – it wasn’t. And not because it was particularly large – it wasn’t that either. Eight or nine years ago, is was much like Church Number One (above). It had been chugging along pretty reasonably, but its growth was stagnant. Okay, it’s in a small regional town. Okay, it’s not a particularly wealthy place, but growth – both qualitative and quantitative – was stagnant. Then a new pastor arrived. He’d left a very, large, “successful” church in a larger, more wealthy town, because he felt called to come to this place. People told him he was crazy. They were probably right. Who would leave a church of over a thousand people in a wealthy area, to come to this church of around 50, in a poor, regional town? When he arrived, basically www.churchtoday.tv/ | 13

Growth

half the church left – it seems they didn’t like the new style. Yet today, that church is growing – over 170 members and a youth group of 120 on a Friday night. And the majority of the growth has come from new Christians, not other churches. Is it perfect? By no means! I wandered around the car park with the pastor during the youth group on the Friday night on “smoking patrol”. One group of young fellows we chatted with, I was later told, were the local drug pushers. Point is, they were coming to youth group. Point is, this church is growing – and not just in numbers. I know that’s what church leaders all focus on. But it’s simply not the only measure, or even the best measure sometimes. People were growing spiritually. They were being challenged and stretched in their walk with the Lord. I watched the pastor on the Sunday morning. I’m pretty sure that he managed to get around to almost every person at the service. He touched them, hugged them, spoke with them and encouraged him (the guy is clearly an encourager). Chalk ‘n Cheese These two churches – real live churches, not a fiction that I’ve concocted for the sake of this article – were, quite literally, chalk ‘n

cheese. I’m sure there were a lot of factors contributing to the overt difference between the two. Churches are, after all, complex organisms. But the one that hit me right between the eyes, was the style of leadership. One was uninspiring, the other was the complete opposite. Not simply inspiring, but inspirational. The pastor’s heart touched the people – you could see it in their faces. Now I spent ten years as an officer in the Australian Army. The one thing that they taught us at officer training school, is that there are no bad units, only bad colonels. Leadership is something that happens from the front. Leadership inspires people to travel the difficult road together (in the case of an army unit ultimately, with bombs and bullets flying around). Too many churches, from where I sit, are looking for growth in the wrong places. Teach the people to be more welcoming; get a better sound system and AV setup, gee up the music team, serve better tea and coffee … all, no doubt, admirable pursuits. But …

Here’s the Questions I Think We Should be Asking: Does the leadership of our church inspire our people by passionate example? Does the flock look at the shepherd and want to follow him on that difficult, narrow path because there’s something in the shepherd’s life, something about the way the shepherd sacrifices, toils, smiles, encourages, weeps … that inspires them Christ–ward? Different churches have different leadership models – some focus on the pastor, others on the elders. Others have a more congregational model still. But whoever, or whatever group, constitutes “the shepherd” in your flock, does the life and the example and the passion and the sacrifice of your shepherd speak of the life and the passion and the example and the sacrifice of The Shepherd, into the hearts of the people whom you serve? Well? When he has brought out all his own, he goes ahead of them, and the sheep follow him because they know his voice. They will not follow a stranger, but they will run from him because they do not know the voice of strangers. (John 10: 4,5)

Berni Dymet is the CEO of the global media ministry Christianityworks. His radio messages are heard by tens of millions of listeners around the globe each week. He is available to speak at your church or Christian event. p: 1300 722 415 e: info@christianityworks.com www.christianityworks.com 14 | Church Today April 2014

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Leadership

Breaking Free From the Spirit of Control HERE ARE SIX WAYS TO IDENTIFY AN UNHEALTHY LEADERSHIP STYLE IN A CHURCH OR MINISTRY... J. LEE GRADY

My world was shaken when a Christian ministry I had been a part of for 11 years fell apart. Maranatha Campus Ministries was a vibrant outreach to college campuses. It was founded in Kentucky during the Jesus movement by a passionate charismatic couple, Bob and Rose Weiner, who eventually started churches on more than 50 American universities. In its heyday in the Reagan era, students from Maranatha took the gospel around the world. “Authoritarian leaders know how to control people through manipulation... In such a church no one is allowed to ask questions” But with all our good intentions and youthful zeal for evangelism, the ministry did not survive. We had a flawed, authoritarian leadership model, which was made worse by a lack of mature advisers. When Maranatha’s young pastors grew up and realized the ministry had an unhealthy and oppressive structure, they voted to disband. The churches either went independent, merged with other groups or closed. Meanwhile, the many young people who had been discipled in Maranatha had to deal with their own unique form of post-traumatic stress disorder. They woke up and realized that Maranatha had been influenced by the Shepherding Movement, which taught that all Christians should be submitted to personal shepherds who dispense advice and approve all decisions. The Shepherding movement, which had broad influence in many charismatic churches, collapsed around the same time. Because I lived through that era, I am hypersensitive to the way a spirit of control works in a church. And I can assure you that controlling attitudes will destroy a ministry. Here are six obvious signs that a spirit of control is at work: 1. LITTLE OR NO ACCOUNTABILITY. There is safety in the multitude of counselors (see Prov. 11:14). There is much less safety—perhaps even danger—when a leader does not bother to seek counsel from a diverse group of his peers, as well as from gray-haired men and women who have the wisdom that comes with age. If a pastor or church leader isn’t open to correction, he is headed for a train wreck.

2. SPIRITUAL ELITISM. If there is a spirit of control in a church, people are usually told that their group is superior. Supposedly they have special spiritual privileges from God, along with ‘exclusive’ revelation. If people choose to leave, they are shunned or branded as renegades. Sometimes, in extreme cases, people are even cursed if they leave. (Last week when I was in Hungary I learned of a charismatic church that publicly curses people when they quit the congregation.) This cultic behavior inflicts unimaginable emotional suffering and also divides families. 3. AN OPPRESSIVE ATMOSPHERE. Authoritarian leaders know how to control people through manipulation. In some cases, this control may simply take the form of subtle suggestions and persuasion. In the most abusive situations, it may come in the form of threats, legalistic demands, unreasonable requirements or false doctrines. In some cases, especially in charismatic circles, it can come through misguided personal prophecies or mystical visions. In such a church no one is allowed to ask questions. Spiritual heaviness lies like a thick cloud over the congregation, and few believers manifest genuine joy because they are overburdened by feelings of guilt and fear. 4 . ANGRY DOMINATION. Tyrants are surprisingly similar. Because they want to control their surroundings, they often blow up when people do not conform to their demands. Yet the Apostle Paul taught that church leaders should not be ‘violent’ or ‘quarrelsome’ but ‘selfcontrolled’ and ‘gentle’ (see 1 Timothy 3:2-3). Later he instructed Timothy that the Lord’s servant “must not quarrel; instead, he must be kind to everyone” (2 Timothy 2:24). You will always find lots of anger wherever there is a controlling spirit. 5. INDIVIDUAL GUIDANCE IS DISCOURAGED. The Bible teaches that every Christian has direct access to God through one mediator, Jesus Christ. Every believer can hear God’s voice personally and should expect to receive God’s guidance. In authoritarian church situations, however, members are not encouraged to seek God’s guidance themselves.

Rather, they are urged to conform to the preferences of the leader or the group. In some cases, leaders have actually taught their congregations to seek counsel and specific approval from a pastor before making major decisions. Thus church members develop an unhealthy dependence on a man in order to function spiritually, and their ability to trust God is diminished. This kind of control is emotionally crippling. For many who submitted to the philosophy behind the Shepherding movement, it took years to recover from the loss of decision-making ability. They relinquished their wills and lost their identities because they viewed absolute obedience to their spiritual leaders as a Christian virtue. 6. WOMEN VIEWED AS INFERIOR. Some churches today permit the ordination of women, even as senior pastors or bishops, while others maintain that Scripture does not permit women to hold these positions. Apart from these differences of opinion on biblical interpretation, it should be noted that authoritarian churches usually discourage women from pursuing any genuine role in ministry. Women are viewed as useful only in their functions as wives and mothers, and they are not encouraged to step beyond these confines to pursue ministry opportunities. Such a low view of women leads men to treat them as God-ordained sex objects or drones equipped to perform only menial tasks. Women who have leadership gifts are branded rebels or ‘Jezebels.’ When the Berlin Wall fell in 1989, similar walls of communist control fell in rapid succession until the entire Soviet Union broke apart. Yet walls of spiritual bondage still exist today in so many parts of the church—and the ghosts of the Shepherding movement still haunt us. We are called to be emancipators, not enslavers. As we seek to build healthy churches, let’s remember these words from Galatians 5:1: “It was for freedom that Christ set us free; therefore keep standing firm and do not be subject again to a yoke of slavery” (NASB). J. Lee Grady is editor of Charisma. Courtesy of Charisma magazine

CONFERENCE SPECIAL

Your guide to Preparing for your event or conference Practical keys to ensure success Whether you’re running a Church meeting, a camp or a major conference, do not start planning anything until you are thoroughly prepared. Before you book your venue or invite speakers, you’ll need a comprehensive blueprint and water-tight strategy for your event.

t can be overwhelming! You have the task of organising an event and there are a multitude of jobs to be done and things to be organised. The first step before you launch into your planning is to define what you hope to achieve from your event. It’s important to work out what you want to achieve from your event and to stick to it. Develop an event outline and checklist to help you to work out your objectives and refer to it continually throughout the event process. In the event outline, detail the primary and secondary objectives of the event and how you are going to achieve and measure them. Be prepared - event and conference checklist One of the most frequent mistakes made by new event and conference planners is to launch into the ‘planning’ before they’ve done the ‘preparation’, leaving themselves vulnerable to budget

18 | Church Today April 2014

blowouts, double-booking, lost tasks and mixed messages. Are your conference or event ideas practical? The problem is that if you are not thoroughly and strategically prepared, as your event develops and evolves, you are likely to find you have already locked in dates, places, venues and people that later become inappropriate or impractical. Event and conference timeline Creating a timeline will force you to work backwards from your proposed event date and build in all the necessary lead-times for each activity. Knowing that it will take printers three weeks to deliver your marketing paraphanalia will dictate how early you need to confirm the design, and how much time you are able to give your guests to register. Flexible event budgets Developing an accurate budget - and

allowing flexibility for unexpected expenses - will enable you to prioritise how and where you will spend your money. Knowing just how much the venue and catering will be will govern your decision on the type of entertainment to engage. Additional resources for event preparation We’ve created some resources to help you in the preparation of your event every step of the way: CREATING A TIMELINE An effective event planning timeline will keep everyone on track and ensure you do not miss any important deadlines. A timeline is not just a long to-do list, it’s also a schedule of key tasks and dates that are clearly defined and easy to use. Step 1: Build a template Set up your timeline in a system that is easy to manipulate such as Microsoft Word or Excel, or use project

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CONFERENCE SPECIAL “Before you get creative, discuss previous events and take some time to critically evaluate them. Pay attention to what worked in the past and what didn’t, to avoid repeating previous mistakes.”

management software. Whatever system you select, you need to be able to add to the timeline, delete items and insert updates regularly. Step 2: What to include If you are the only person managing the event, your timeline may be as simple as a list of key dates or milestones such as deposits due, mailing dates, meetings and confirmations of catering, venues and accommodation. If there are others involved in the event production, you may need a more comprehensive list such as tasks to be carried out, completion dates, who is responsible for each task and supplier contact details. Step 3: Enter deadlines Start at the date of your event, and work backwards according to how long each task will take. As early as possible, get deadlines and due dates from venues and other suppliers and incorporate them into your timeline. You can base other tasks around these dates. Consider highlighting or colour-coding urgent or non-negotiable deadlines in your timeline to make them stand out from the others. BRAINSTORMING IDEAS Decide on all the key elements of your business meeting event before you approach suppliers or lock in dates. Brainstorm your ideas to be sure you cover off every option and select the best themes, dates, speakers and venues that will make your event a success. Step 1: Gather the group Decide who should be involved in the initial planning process, and schedule a brainstorming session. People involved in the brainstorming process do not necessarily need to be the same team that will help you plan the event from beginning to end; essentially the key stakeholders and creative minds should be part of this process. Step 2: Evaluate Before you get creative, discuss previous events and take some time to critically evaluate them. Pay attention to what worked in the past and what didn’t, to avoid repeating previous mistakes. Remember that sometimes an event fails 20 | Church Today April 2014

simply because it is held at the wrong time. With a little adjusting, it could be a winner the second time around.

subtract a contingency of between 3-15 percent depending on how rough your estimate is.

Step 3: What to brainstorm Have a list of subjects to brainstorm. These are likely to include: • Theme and decorations • Appropriate venues • The best dates (thinking about seasons, competing events, costs etc) • Accommodation • Entertainment • The time of day (would it work best as a breakfast function, a lunch or an evening event?) • Speakers and seminars • Audio-visual tools • Transport • Giveaways

Step 5: Assess your budget Assess your budget against any budget allocation you have (or ‘break-even’ point if this is a money-making exercise). If you are over the budget allocation or cannot break even, look through the list to see where you can reduce costs, or seek new quotes.

PLANNING A BUDGET Your budget will provide the framework for the rest of your event, and govern most of your major event planning decisions. A budget should include both your fixed and variable costs, and should be managed closely throughout your event.

Step 1: Stick to your goals Don’t get caught up in the logistics and lose sight of the purpose of your event. Events should support your organisation’s goals and missions, so make sure you are aware of those goals before you start planning.

Step 1: Anticipate expenses Make a list of every cost you can think of. Include a cost for every aspect of your event, from speaker airfares to plastic cups and everything in between. Use your timeline to see if that triggers any other inclusions in your mind. Step 2: Categorise your list Divide your list into fixed and variable costs. Categorise your costs according to each activity, such as ‘Entertainment’, ‘Catering’, ‘Marketing’. Create a separate section for anticipated income. Step 3: Estimate costs Estimate a cost for every item on your list. Add a contingency amount of between 3-15%, depending on how rough your estimate is and how far in advance your event is (around 3% a year is a good estimate). Once you have a confirmed cost, enter that cost and reduce the contingency to 2% (for unexpected expenses). Step 4: Anticipate income Estimate your income (from registration fees, sponsorships, ticket sales, donations, product sales etc), then

AVOIDING MISTAKES Some mistakes that crop up in conference planning are easily avoidable. These are the classic mistakes made by many firsttime event planners, and they can be avoided if you are aware of them from the start. Read over this list now to avoid mopping up your mistakes later.

Step 2: Always have a brief Before you begin planning your event, ensure that you have a thorough brief from your manager or client. The brief should include their objectives for the event, a budget, and any special considerations that need to be taken into account. If you don’t have a brief, schedule a meeting with your manager or client and ask them what you need to know. Step 3: Start planning early If you wait to plan your event until just weeks before it is due, there are bound to be hiccups and you’re likely to have to compromise on venues, catering and speakers. A good way to ensure your event runs seamlessly is to map out an event timeline. Step 4: Learn from past mistakes Gather material on similar events your competitors have run, and gather information on past in-house events to learn from your colleagues’ experience. Collect old event material such as invitations, correspondence and previous quotes for an idea of what to expect.

CONFERENCE SPECIAL

HOW TO CHOOSE CONFERENCE VENUE W

hen choosing a venue for your next meeting or conference there is more to consider than just the budget. Taking into account who is attending, from how far and how many you should plan to ask the following about any potential venue: SUITABILITY • Does the venue fit the Church’s corporate image? • Does it give the correct impression

22 | Church Today April 2014

your checklist for planning

The following practical checklist will assist you in the planning process for selecting your next conference venue.

for this particular meeting? • Will it appeal to the target audience? • Will the venue’s staff add to the attendees’ experience in a positive way?

• Is the venue location suitable for any extra events/shows/excurisions that have been planned? • Is the location quiet, close enough to accommodation if required, in a safe area, etc...

LOCATION • Is the venue easily accessible to those attending? • Does the location offer the necessary road/rail/air links?

AVAILABILITY • Is the venue available on the dates required? • Are any extras such as equipment, accommodation, etc. available on

If it is a venue you have never used before you may want to ask the opinion of other Churches that have held meetings and conferences there to find out what their experience was like. the dates required? • How flexible are they if you have to change the meeting date? SIZE • Is the seating capacity suitable? • Are the meeting rooms large enough to provide a comfortable experience for those attending? • Are the meeting rooms well laid out? Do they allow for good views of the speaker without any obstructions? • Does the venue allow attendees to move around without bottlenecks and delays? FACILITIES • Does the venue have a variety of rooms if required? An auditorium if necessary? Small rooms for break away meetings? • Can the venue offer a projector, electronic whiteboard, stationery, etc. • Does the venue offer wifi internet access? Do they have a photocopying/fax service? Can they make available laptops or PC if required? • Can they provide refreshments, tea/coffee/meals? • Are vegetarians, vegans and those with specific dietary requirements catered for? • Does the venue have enough parking spaces? • Are the rooms well ventilated and temperature controlled? • Will disabled delegates be catered for? • Is there a restaurant or bar for post-meeting networking and entertainment? • Do they have sports and leisure facilities such as a pool or gym? • Can the venue also provide accommodation if required?

COST • Does the venue fall within the budget for this meeting? • What type of rates do they offer i.e.: 24 hour per delegate rate, individual room hire rate, etc... • Can they offer any discounts? • Can the price be negotiated? • Does the overall cost, all extras included, compare favourably with other offers/options (i.e.: hotel accommodation at a separate location to the meeting or dining elsewhere) • Are there hidden costs? • When is payment required? • Is a deposit required and if so how much and how far in advance? • What is their cancellation policy? Will you receive a full or partial refund?

A lot of the above questions can be answered by a visit to the venue’s website and by asking for a quote. If it is a venue you have never used before you may want to ask the opinion of other Churches that have held meetings and conferences there to find out what their experience was like. If the meeting or conference is an important one you may wish to visit the venue personally to get a first hand impression of the layout, suitability and, very importantly, the attitude of the management and staff. At the end of the day you want to get the most out of your meeting and the venue you choose has to add rather than detract from the experience of those attending. So take the time to choose carefully.

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www.churchtoday.tv | 23

Church

Maintaining

Church

up of people inistries are made All churches and m all people, no to make sure that nt rta po im is it d an Reverend well looked after. e ar le, ro eir th r issues matte es looks at six key oy M n do or G . Dr the Hon. practical and orale and gives us m f af st ct fe af at th dress them. effective ways to ad

Staff Morale

t is one thing to minister in a church where it becomes possible to employ additional staff. It is another thing to maintain high staff morale once the number of paid people for each congregation increases. The first involves the skills of church growth; the second involves the skills of church management. Neither strategies are taught as a major item in most Bible colleges and seminararies, yet both are necessary skills for growing an effective ministry. For fifty years I have been privileged to have always been part of a team ministry. From my first year as a student preacher when I added to my staff a paid secretary and then a paid youth worker, to the days when I had ten to fifteen staff in one church that rapidly grew to two hundred staff, finishing twenty seven years later with 4,600 paid employees in Australiaâ&#x20AC;&#x2122;s largest ministry of any one church. In each scenario I have faced the issue of maintaining staff morale. Usually the best investment is to first appoint competent volunteers then a paid part-time secretary which releases the pastor to do more efficiently what he or she was trained to do. Then other staff can be added along with more unpaid volunteers. In my experience six problems lower staff morale and their solutions are quite clear.

. No clear job description: As good fences make for good neighbours, so a good job delineation prevents many conflicts arising. One pastor I

24 | Church Today April 2014

discussed this with recently told me he intended to tell the additional pastor exactly what he could and could not do. Wrong! Good motivation would involve the two pastors working together, discussing their strengths and weaknesses, the parameters the work entailed and the gifts of the Spirit they both had.

. No sharing the glory: Every person called by God and equipped by training has a need to feel appreciated. One may be the team leader, but both need equal recognition. See that it is done in the church bulletins and be aware of how they are both titled, what recognition they receive in public, who is given the credit for accomplishments and so on. I have never used the term ‘Senior Pastor’ for myself. That means my colleague must be junior in the eyes of others. Use terms to differentiate each other based upon each person’s major tasks. For the last decade of my active ministry I had a team of twenty-six ministers, pastors, youth leaders, and administrators. They were described by functional roles. To make sure they had maximum exposure before large crowds, they were involved in all major events and for my part, I never took the lead role in conducting celebrations,

weddings, funerals and the like, even though I would attend these functions and was often asked by one of my colleagues to take part. Since retirement I have worked in a team of two as the junior partner with a colleague whose favourite adage is, “I share my glory with no man.”

. Lack of consensus thinking: Even in denominations that involve serried ranks of seniority with titles of command (for example Salvation Army, Anglican, Roman Catholic, Orthodox), it is now

recognised that each member of staff has to be involved in the whole ministry of the church and this involves being part of the decision making process if ownership of the ministry is to be achieved. Leadership based upon military commands and rank, is just asking for trouble. Weekly meetings, where each staff member reports, raises issues, accepts responsibilities, and decides on future direction are essential. I have also included key lay people in these meetings too who are valuable in giving insights, keeping the right balance and encouraging helpful directions. Leadership that depends upon the exercise of authority soon ceases to generate respect and positive response.

. Refusal to share responsibilities: Once in doing research into church leadership styles in ministry, I visited over 300 churches in over 40 states of America. The most common complaint among staff was resentment against the senior minister by newer and usually younger pastors. Typically, they complained that the leader insisted upon having the limelight and handed out all the difficult and often unpleasant jobs to the subordinates. The way I handled this later with my colleagues was at a meeting to discuss

the following year’s responsibilities. We each placed on the table a card listing one of our major responsibilities from the past year. Soon there were several hundred cards, each listing one task that had to be done. Then each colleague picked up a proportion of the tasks for the next year that they would like to undertake and for which they felt they had the skills and gifting. That left over some tasks that should be done but no one wanted. We then added to our bundles a number of these unwanted tasks – things that were necessary in the life of the church which no one wanted

to do – on the understanding that those jobs would be yours for the next year only. A shared responsibility reduces criticism and raises morale.

. Not handling relationship issues: Every work situation involves positive handling of tensions otherwise they just ferment until they boil over. Problems openly tackled always have a solution. Only those left hidden and simmering poison the system. If one colleague keeps spreading pessimism concerning the church, raise that issue. Handle the attitude, do not reject the person. If another lies, handle the issue, and do not avoid it.

. Lack of personal socialisation: The worst working environment for clergy, pastoral staff and administrators is to have everyone in a church office for a great deal of the time. The place for staff is usually in the field doing their work. Roster your days in the church office so at least someone is there for casual callers. Socialise at a set time round your set appointments. A weekly coffee time, a fortnightly barbecue, a night with a sports team becomes essential. A number of my staff preferred to work from home, but on a Tuesday morning we met weekly

and some of our remote colleagues in church plants came in once a month for lunch. Jesus worked in a team, some of whom were racially, ethnically and religiously different from the rest. Yet he was a leader who held them all (save one) and they served him faithfully, even after his death and departure from them. Churches grow best whenever a team works efficiently and effectively. REV THE HON. DR GORDON MOYES, A.C., M.L.C.

www.churchtoday.tv | 25

Health

Burnout

PHYSICAL, EMOTIONAL AND SPIRITUAL BURNOUT AFFLICTS MORE LEADERS IN MINISTRY THAN MOST REALISE. SUE PICKERING TACKLES THE ISSUE AND OFFERS A LITTLE NOURISHING ADVICE.

t some point in our ministry we may have discovered that, even though it is our job and joy to help others draw closer to God, our own spiritual life and prayer can be compromised, and our sense of the sacred can evaporate in the exhausting round of meetings, pastoral visits, services, music practices, home groups, weddings, funerals, baptisms – the list is endless. And so, after entering ministry with hope and enthusiasm in response to the call of God, we can end up yelling ‘yes’ to the questions Eugene Peterson asks in Matthew 11: 28 : “Are you tired? Worn out? Burned out on religion?” [The Message] The spiritual needs of those engaged in ministry are complex. I certainly don’t write as an ‘expert’ but as a fellow traveler on the journey of faith. Inevitably what I write in this column will be shaped by my personal experience as a woman, a wife and mother, and as an Anglican priest, spiritual director and writer. But above all what I write will be shaped by a deep knowing that God wants the best for those who minister in God’s name and that the Holy Spirit is at work in even the most intractable situations - inside and outside the institutional church. Patiently and with determination, the Spirit seeks to awaken humanity to the reality and wonder of the extra-

ordinary love which Jesus showed on the Cross. The column takes its name from Psalm 81:16: I would feed you with the finest of wheat and with honey from the rock I would satisfy you. How can you tell if you are in danger of starving or running on empty? A personal story might illustrate: In a new city, as an inexperienced mother, I was struggling with balancing what a proper mother and wife should do, with the natural and noisy demands of a boisterous little boy whom we had welcomed as a gift from God. I can still picture myself trying to change my son’s nappy and slamming my hands hard on the floor on either side of his head, shouting as I vented my frustration at his wriggling. I was shocked and realised that I had come close to hurting him, so I went to my new GP who named my situation as ‘battle fatigue’ and wrote a prescription for some medication and, helpfully, a day off a week. As you read some of the dynamics contributing to my ‘burnout’, notice what resonates with your own situation: • Being overtired or sleep deprived • Having overly high expectations of yourself • Being without good support networks • Trying to do too much • Finding it hard to let go of what

• • •

you had set out to do Lacking experience in the task before you Struggling to name your own needs and to claim time for recreation Reluctance to acknowledge that you are not coping, that you need time out …

Years later, in parish and chaplaincy work, I discovered that in ministry we can experience all of the above, plus the significant intellectual stressors of theological struggle and questioning; interpersonal stressors of patch protection, projection and power-games in the congregation; personal space and time for prayer being squeezed out by 24/7 availability; organisational stressors related to money, recession or dwindling numbers; and the emotional struggle of regular exposure to sadness, death, and grief upon grief. But it doesn’t have to be this way. Jesus after all had far more stress than any of us are ever likely to experience and he didn’t suffer ‘burnout’. Yet there are many starving shepherds, in whom – bluntly – the fruits of the spirit are starting to wither: •

Love dries up – we experience compassion fatigue and wince at each new ministry demand Joy disappears – our capacity to laugh and share lightness with others begins to drift into the mist of misery

“

BURNOUT CAN BE EMBARRASSING BUT IT CAN ALSO HELP US ACCEPT OUR LIMITATIONS, DO AWAY WITH ANY MESSIAH COMPLEX, AND DEEPEN OUR COMPASSION FOR OTHERS

Health

•

• • • • • •

Our depleted energy cannot sustain an orderly existence – muddles and uncertainty nudge aside our inner peace A short temper splinters our patience Kindness is dulled and we become resentful of other’s needs Goodness is overshadowed by cynicism Our spiritual practices and commitments begin to slip and our faithfulness falters In the place of inclusiveness and gentleness there is judgment and tension On the brink of tears or at risk of ‘losing it’ publicly, we struggle to maintain self-control.

How do we find that quality time with God which gives us energy and food for the journey? Can we let the God who loves us, come closer to console and strengthen us? What do we do and where do we go when we are depleted, empty, thirsty and starving? Jesus gives us the answer: Come to me. Get away with me and you’ll recover your life. I’ll show you how to take a real rest. Walk with me and work with me—watch how I do it. Learn the unforced rhythms of grace. I won’t lay anything heavy or ill-fitting on you. Keep company with me and you’ll learn to live freely and l i g h t l y , Matt.11:29-30 [The Message]. This sounds simple and on one level it is. But we all know that on another level it can be very hard to do. How do we recover from spiritual burnout and learn to ‘walk and work’ with Jesus? Practising self-awareness, selfacceptance and self-care will, surprisingly, help us give of our best to those we serve. After all, Jesus orders us in strong language to pay attention to our own prejudices and self-serving tendencies before trying to help anyone else deal with theirs. Under the guidance of the Spirit we begin to notice our responses to the people around us, to stressors, to failure,

to success. We begin to face our need to control, we acknowledge our addiction and we let God meet us in the midst of our pain. Secondly, we are invited to be kind to ourselves, accepting our human weaknesses and bringing them to God for forgiveness and healing, knowing that God loves us no matter what. Thirdly, we take steps to care for ourselves. Air hostesses remind us to ‘put on your own mask first’ before helping others and the principle is the same in ministry: we cannot care for others unless we are in good shape ourselves, physically, emotionally, and socially. So we ensure that we have a network of people with whom we can relax and have fun, that we have quality time with our families, a healthy diet and adequate rest and exercise. Personal prayer, spiritual direction, and ministry supervision will help us keep ourselves spiritually fit for the care of those in our congregations. In order to help others grow in their prayer and relationship with God, we must pray, we must develop our own relationship with God first. Personal prayer is time with God in which, like the Psalmist, we share with God how we are feeling, what we are afraid of or worried about, or what we long for. When we are exhausted we ask others to pray for us, and we imagine ourselves like the weaned child in Psalm 131, choosing to climb up on his mother’s knee for comfort and love. The God who cares for us like a mother will hold us safe until we are strong enough to venture out into the world again. Meeting with someone for spiritual direction helps us focus on our relationship with God. With no risk of breached confidentiality, we can freely explore our changes in prayer, wonderings about who God is disappointment with God, or longing for God. We can bring any part of our lives to the spiritual direction session, but always the spiritual director will at some point want to ask questions about prayer, and spiritual practices. No modern spiritual director is going to be

judgmental or directive; rather, he or she will be a companion on the journey, a person who has some insight into the map of faith, growth in prayer and the process of maturing in Christ, and who has been on the journey themselves for many years. Ministry supervision complements spiritual direction, providing a safe context in which we can talk frankly about what is or is not working in our congregations. For example, challenging pastoral situations, clashes with colleagues or anything relating to the working context. It is the supervisor’s task to help us notice and name issues which may be affecting our ability to work effectively with the congregation. With our supervisor’s compassion, insight and experience helping us, we can look at what drives us to work so hard. We can also find ways of slowing down - we might decide to have a five-minute micro-retreat several times each day as a way of reconnecting ourselves with God. This isn’t difficult - it simply means that we stop every couple of hours to do something that will relax us. Twenty years ago, in order to heal, I had to make some changes in my inner and outer worlds. I had to acknowledge I couldn’t be superwoman. I had to learn a lesson in humility and ask for help. I had to let others know of my vulnerability and ask them to pray for me because I couldn’t pray for myself. Burnout can be embarrassing but it can also help us accept our limitations, do away with any messiah complex, and deepen our compassion for others when they come to us with stories of failure and violence, depression and fear. Best of all, it means that we come to know our need of God. Sue Pickering Anglican Priest - Chaplain to Tainui Village in New Plymouth – New Zealand

Admin

he role of the volunteer has for many years been underestimated in the community and the business community. Large Corporations historically have donated amounts of money into community facilities and organisations, but in the last decade many have moved towards mobilising volunteers from their staff resources to add extra value to their contribution. Companies such as Qantas, UPS and Deloitte obviously see value in the organisation providing not only financing but subsiding and releasing staff as volunteers. Within the church environment there is a constant cry for volunteer help. Many churches are successful at raising a great army that functions as a replacement for employees. Several of our largest churches in Australia mobilise thousands of volunteers during the week and weekend. Others have only moderate success in raising sufficient numbers to meet only the key tasks. What are some of the keys to raising a sustainable and committed volunteer team?

HONOUR THE VOLUNTEERS’ ROLE We regularly take time to acknowledge individual staff and honour them in public. Volunteers should be honoured both in private and in public. Take time to celebrate the tasks well done, by some form of reward. Many successful organisations hold a volunteer pamper day, a dinner or celebration coffee, including volunteer of the month trophy. The role of the Senior Leadership in endorsing, attending and celebrating with the volunteers cannot be underestimated.

AS INVALUABLE MEMBERS OF A CHURCH’S WORKFORCE, VOLUNTEERS PLAY A SIGNIFICANT ROLE IN THE DAY-TO-DAY RUNNING OF CHURCH BUSINESS. GRAEME KIRKWOOD EXAMINES HOW CHURCHES CAN ATTRACT GOOD VOLUNTEERS AND KEEP THEM.

VALUE THE VOLUNTEERS’ TIME Many of our volunteers come and complete specific tasks at times that are not necessarily convenient to them. They take time off work, sacrifice family time or have to make alternative arrangements for transport and child care. It is essential that where volunteers complete specific tasks that the information and tools required to complete the tasks are available on time. Volunteer passion is quickly diminished when the information or tools required are not available and they have to wait around. For example imagine pastoral telephone volunteers coming in to make a series of phone calls, and not being able to access telephones or access lines, or an administration volunteer who has to wait around for two hours before the newsletters are available for folding. Both situations would lead to a dispirited volunteer who is not likely to remain committed medium term.

CLARIFY THE ROLE Recently I was in a church that mobilises a high percentage of volunteers and discovered a display board in the foyer in a high profile position. On the board were cards with specific tasks and a brief description of the qualities required

to complete the tasks. The display board was featured in the church announcements periodically. It is essential that the roles are clearly identified, who they report to clarified and the scope of authority known. Volunteers will be more fulfilled where they are placed into roles which match their personality or skill match and are reporting to a single person.

PROVIDE ADEQUATE TRAINING As we build a core team of volunteers it is important that we complete proper training. Churches that mobilise large numbers of volunteers often have written role descriptions and provide periodic group training in addition to ‘on the job’ training. Where volunteers are used as part of the public interface between the church and the community ensure they are adequately briefed. Service ushers or hosts should especially be trained and reminded of the key areas as part of pre-service briefing. Several churches we are aware of have used someone trained in hospitality - such as hotel managers or flight attendants - to write role profiles for community interface roles and get them to undertake training.

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DEVELOP CLEAR STRUCTURES As the church gets larger and uses more volunteers, good leadership structures need to be put in place. It is important that the team leaders are fully conversant with the requirements of the roles they are to supervise and understand the ethos of the senior leader and the church. These team leaders are representing the senior leadership so it is essential that they understand the heart of the leader and the ethos of the church

ESTABLISH IN-HOUSE PROTOCOLS. A good volunteer is highly prised. It is not uncommon for

someone who is serving faithfully to be approached to assist in multiple departments. The end result is often inter-department conflict over multiple use of the same volunteer and accusations of â&#x20AC;&#x2DC;poachingâ&#x20AC;&#x2122; arise. It is essential that all the staff responsible for finding volunteers are aware of any in-house protocols over the approaching volunteers. It is strongly recommended that all volunteers complete an application form and that approval is obtained from existing department heads before securing the volunteer. In closing, most churches are unable to operate without a base of volunteers, however many struggle to find a continuous supply of

suitable volunteers over a sustainable period of time. In the pursuit of building a team to build the local church, let us set our volunteers for success as ambassadors with value and functions. As they are fulfilled, they in turn will attract even more volunteers to carry the load. Graeme Kirkwood, through Global Church Solutions provides financial, management, taxation and strategic planning advice to churches and ministries in nine different countries. Contact details, free download resources and information can be obtained at www.globalchurchsolutions.com

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