Archive for the ‘Money’ Category

An Apology for Economic Development

Monday, March 10th, 2008

Of the very few references in Jesus’ teachings to a Day of Judgment, surely the most notable is described in Matthew 25: 31ff.  In that scene, the sheep (the righteous) are separated from the goats (the sinful) and God explains his judgment with the well-known commendation of the righteous: “For I was hungry, and you gave me something to eat . . . thirsty and you gave me something to drink . . . a stranger and you welcomed me . . . naked and you clothed me . . . sick and you cared for me . . . in prison and you visited me.”  The sinful were condemned for neglecting these acts.  Certainly the most striking point is that eternal judgment hinges how we behave toward those who exist at the margins of society, those generally described as “the poor.”

Someone might protest that this necessitates “works righteousness,” but John ascribes our involvement or neglect to its foundation: one’s love for God: “Whoever has earthly goods and sees his brother in need but doesn’t have compassion on him, how can the love of God be in him?”  My children, let us love, not just in word, but in deed and in truth.”  I John 3:17-18

Unlike the practice of sharing within the Jerusalem church described in Acts 2 or the collection for the church in Jerusalem (e.g., I Corinthians 16), there are simply no models of economic development programs in scripture.  Likewise, there are no specific models of medical mission efforts, but we understand how, teamed with an evangelistic focus, they fulfill the second-greatest commission to “love your neighbor as yourself.”

An aspect of most biblical models of Christian economic assistance is the focus on distribution (or allocation) rather than production.  It is the role of an economic system to allocate resources among producers and consumers in order to accomplish the goals of the society.  A system of distribution that ignores its effect on production may end up producing more people in need, or at least people who appear to be in need.  Even Christian relief ministries face the dilemma posed by the requirement to be good stewards of God’s resources on one hand while observing Jesus’ command to “give to whoever asks you” (Matt. 5:42) on the other.

There are numerous explicit and implied encouragements to industriousness and diligent work (e.g., the virtuous woman, the example of the ant, the parable of the talents), but none of these carries the weight of a “commission” to go and teach the gospel to unbelievers.  In addition, business and money lending suffer from a poor reputation.  Some people will sincerely question whether the church ought to be engaged in the business of consulting and money lending.

Christian mission efforts have characteristically emphasized evangelistic efforts to the exclusion of social or economic programs.  The reasons for this are several:

With limited resources including money, personnel, and time, efforts have focused on what is considered by evangelicals to be the foremost task of the Christian church-to seek and save the lost.  Given limited resources, funds diverted to economic programs reduce funds available for more direct evangelistic efforts.

Related to this is the deeper question of whether Christians ought to be very concerned about physical welfare. Jesus’ ministry did not seem to emphasize physical wellbeing, including economic hardship or political oppression.  Instead, he encouraged followers to depend on God’s loving care for their physical needs, and charged that the real problems in life are not physical but spiritual ones.

Third, given this background, the physical world will pass away while the soul is immortal.  Why, then, should resources be expended on saving the body, which will eventually die, when they could be used to save the eternal soul?  As evidence of this perspective, many are likely aware of economic relief efforts (including church benevolence programs) that have been pitched on the basis of ultimate evangelistic potential.  Others of us are aware of programs that have been justified or questioned on whether they produced evangelistic opportunities or conversions.

There are a number of potential problems that could result from offering business counseling or financing services, particularly in making grants or loans.  First, how are the funds to be allocated?  If loans are made available first to Christians, it could provide perverse  incentive to convert.  Assuming the lending process would involve an analysis of the borrower and the proposed investment, there would likely be some proposals that are rejected, resulting in hard feelings that might become obstacles to evangelistic efforts.

The intertwining of commercial and personal (and in this case, spiritual) relationships creates problems in our own society, where the nature of commercial relationships (e.g., borrower and lender, buyer and seller) is better understood.  In regard to loans, we recognize that the typical borrower/lender relationship is characterized by some degree of conflict.  That conflict could compromise the congeniality of the relationship between missionaries and locals that could undermine the spiritual aims of the mission.  Recognizing this danger, and wishing to focus on spiritual relationships rather than commercial ones, some organizations choose to provide grants rather than loans.  Even so, assuming individuals must qualify for the grants, some will certainly fail to qualify and there will be disappointment.

Many Christians are uncomfortable with capitalism.  They appreciate the benefits, but wonder at what cost these benefits are obtained.  They are concerned about a system which, as they see it, is fueled by greed and which thrives by creating desires for products that people really don’t need.  A critique of capitalism is beyond the scope of this paper, but it is sufficient here to say that the thinking Christian cannot simply regard capitalism as “God’s system,” nor ignore its success in producing benefits.  It is a system that responds to the desires of the market, and its results will reflect the sanctity or sinfulness of the market participants.  Capitalism is, like each of us, in need of redemption.  The challenges to advocating this controversial system are one aspect of the dilemma of accepting the task of economic as well as spiritual mission.

Aside from the specific concerns about capitalism, some Christians are concerned about exporting American consumerist culture and “defiling” native economic arrangements that are attractive in social terms yet not conducive to economic progress. How will the missionaries handle native customs or taboos that are socially beneficial in some respects but which may retard or prevent economic development?  Two examples may be helpful.  One African tribe follows the custom of drawing lots each year to determine which plot of tribal land each family will farm for their own purposes.  The system is very fair since each family has an equal chance of obtaining the most productive land.  However, this system fails to recognize that the system discourages anyone from looking to the long-term good of the land.  Why would a farmer  let a plot lie fallow for a year or spend money to enrich that plot if the benefits were to go to whomever by chance farmed that land the following year?  Another example comes from Latin culture, which places a high priority on the closeness and support of the family.  An accompanying feature, however, is suspicion of those outside the family.  The closeness of Latino family ties tends to work against the development of strong relationships in the larger community, including business relationships.

Although not appreciated by many, free enterprise does not thrive in an environment of heavy-handed government intervention, trade protectionism, and low regard for work or private property rights, among other things.  For extensive economic development to occur via free markets, stable political systems are necessary.  However, even within difficult circumstances, economic mission initiatives are creating what one organization calls “islands of integrity.”  In these areas, sound Christian-based business principles are being taught and implemented and families are being extracted from poverty one by one.

While there is no explicit scriptural example of economic missions, there are a number of principles that apply.  Mountain Movers is committed to being biblical as we help people out of love, and to respect the native culture.

In justifying economic initiatives, the arguments most compelling to me come from the Golden Rule and the Protestant Reformation.  The Golden Rule compels me to desire for others those things that I rightly desire for myself.  That is, I personally desire the benefits of a thriving economy with its higher standard of living.  I therefore wish them for others.  Second, a holistic view of God’s reign as reflected in Reformation theology is that there is no realm of life outside God’s oversight.  All of life is sacred, including commercial activities.  As such, all activities should be conducted as if done in the service of God.  A view of God’s work consistent with this realization does not allow stark lines between evangelistic efforts, economic relief efforts, and economic development efforts.  They are all done to the glory of God in order to bring people to come to know Him and to serve him.

In a practical light, combining personal and commercial relationships, particularly through micro-loan programs, does propose hazards.  Great care must be taken that evangelistic efforts are not undermined by hard feelings related to economic initiatives.  One solution would be to have the economic programs administered by an organization separate from the mission, or to separate duties so that those making the grant or loan decisions are not the same as those doing the primary evangelistic work.

Despite the “dog-eat-dog” reputation of commercial relationships under capitalism, close consideration  reveals that success in free markets requires a great deal of concern for the needs of customers, suppliers, employees, and so on, since all associations are voluntary.

The Calling

Thursday, March 6th, 2008

The confusion over whether a person is called into the ministry or the mission field has been a major source of discouragement for some to pursue a mountain moving ministry.  Often people tell me that they don’t feel called into missions so have never considered that they may have a role to play in God’s plan.  There are three views on this issue: a mystical call, being a volunteer, and an invitation to a fulltime position in ministry.

First of all, the mystical call is the most common belief.  It presupposes that Christ began to call His disciples to follow Him in the Gospels, and has continued to call His servants throughout the ages.  As He called His disciples in Matt 4:18-22 to follow Him and they immediately left their fishing and became His disciples, so many expect such a “call” today.  Perhaps some are fearful of getting close to the Lord, for fear of sensing such a call, which they might not want to face.

Reportedly it may take a number of different forms such as listening to someone preach on world missions and the Holy Spirit brings a deep conviction to a person’s heart that he must go to the foreign field, to a variety of ways that providentially God indicates he should go overseas. This can include a feeling of “heart peace” about going to a foreign country, a voice calling a person or an inner urging to go to an unreached area.

Secondly, a call is interpreted in one’s willingness to volunteer to take on the task of reaching a part of the unevangelized world.  Paul referred to the first requirement for going into the ministry as one who “desires, aspires, strives for” or wants to be an overseer or pastor (1 Tim 3:1), without any indication of a subjective call.   Peter made it clear that the chief motivation of an elder or pastor was to serve willingly (Gk. “of one’s own accord, deliberately, intentionally,” 1 Pet 5:2).  That is, someone perceives a need that the Lord said He wanted to be met (a church needing leadership, or a people group that needs to hear the gospel) and volunteers to commit himself to meet that need for Christ’s glory.

When Paul referred to being responsible for the gospel becoming known throughout the Roman Empire, he stated that “if I do this voluntarily, I have a reward…” (Gk. “unforced, of one’s own free will,” 1 Cor 9:17).  This perspective is similar to Isaiah’s response to hearing God say, “Whom will I send? Who will go on our behalf? Then I said “Here am I! Send me” (Isa 6:8).  Most of the decisions that Paul made for strategic steps in evangelizing his world have no indication of any subjective voice or feeling, just a recognition of his responsibility that was followed by a commitment to do something voluntarily.

This decision should be wisely made following an analysis of your GRASP (Groundings, Roles, Abilities, Spiritual Gifts, and Passions ).  Likewise it should follow an analysis of the world situation to determine where the evangelistic needs are that you could meet, if you were willing.  Then an analysis of the circumstances to determine which of the existing opportunities would be the most strategic to attempt through the grace and power of God on your life.  If there is nothing impeding you from reaching an unevangelized people for Christ, why not volunteer?  Make every effort to go to that people and if you have yielded God full responsible for your life, then He will open doors, close doors and guide you just where He wants you.

Thirdly, the chief way a person should move into a ministry position is by invitation.  This view sees the calling of the disciples by Jesus as a model for leaders to follow.  This means that Jesus is not continuing an on-going process of calling individuals through mystical means, but rather present leaders should follow Jesus’ model by looking for “faithful people who will be competent to teach others” (2 Tim 2:2) then disciple, teach and mentor them into key ministries, especially global ministries.

In the NT outside of the twelve (Matt 10:1), the seventy (Lk 10:1) and Paul (Acts 9), who else was called directly by Jesus into the ministry?  Is there any indication that anyone else had a subjective feeling that motivated them into the ministry?  Quite the contrary, everyone else was either invited by their local church or another ministry leader to join them in a broader ministry.

In Acts 6 the church invited seven men to a ministry of serving in the church.  In Acts 11 Barnabas was sent by his church to Antioch (11:22) with no hint of any prerequisite of a subjective call by Barnabas.  In Acts 11:25 Barnabas goes to Tarsus to seek out Saul [Paul] to invite him to join him in the ministry. In Acts 13 the church sent Paul and Barnabas out to evangelize the Gentiles.  In Acts 16 the brethren “spoke well” (Gk. “confirm, or approve”) to Paul about Timothy’s local ministry so Paul invited him to join him in the spreading of the gospel throughout the known world, etc., etc.

Everyone is commanded to be a part of the ministry of evangelism, discipleship and their church edification.  Those who are faithful locally should be encouraged by everyone to pursue further training and/or be given broader opportunities to expand their ministries.

This presupposes that existing leaders have a clear vision of world evangelism and personally sense the responsibility of choosing people, seeing to their training and then recruiting the most talented, mature and gifted people to the task which best fits them with the priority of fulfilling the Great Commission.  This is the model Jesus left to evangelize the world.

The subjective call leaves God responsible for evangelizing the world, the volunteer call makes individuals responsible for fulfilling the Great Commission and the invitation call makes the existing church/ministry leadership responsible for recruiting people to build His Church among every tongue, tribe and nation.  Jesus told his disciples to “Go into all the world and make disciples …” (Matt 28:19).

Don’t hide behind an excuse waiting for a feeling.  Get involved now in learning God’s heart for the lost, experience the joy of leading someone to Christ, and seek to make a difference in a local church.  Then ask God to guide you to someone in order to repeat this experience somewhere else in the world. Start the chain and it will encircle the globe.

Putting Our Money Where Our Faith Is…

Wednesday, February 27th, 2008

Churches seem to be turning inward. They seem to be emphasizing the comfort and happiness of members over the transformation of those members. The amount of money flowing through many church offering plates has increased 112 percent in the last 15 years, but the amount of money churches give to missions causes has increased at only half that rate.

An analysis of financial data shows congregations nationwide are sending smaller percentages of their undesignated offerings to missions. Designated giving to special missions offerings also has increased at only half the pace of increases in undesignated giving to church causes.

These trends are common to the church in the United States, churches seem to be turning inward. They seem to be emphasizing the comfort and happiness of members over the transformation of those members.

The church, and particularly missions, is shrinking as a market share of people’s spending. The average member of a Christian church in the United States gives only 2.6 percent of his or her income to the church.

Perhaps there has been a vacuum of leadership on the national level to raise people’s eyes off their own individual needs. There has been a lack of comprehensive vision to challenge people to be willing to invest in the kingdom of God.

We don’t really believe what we say we do, because if we did, we’d be spending our money differently.

Just Wondering, you know thinking out loud…

Thursday, February 7th, 2008

Dear Preacher do you ever wonder…

…about when you first met Jesus?  How simple it was, and the love in your heart for His having saved you from your sin?  About the simple freedom found in Him, and the simplicity of life just following Him?

…about how you might have promised God that you would always follow His Son faithfully, and that you would never become a religious leader like those Jesus opposed in the gospels?

…about the high costs associated with the building you call ‘the church’, and whether the building or those costs have any real New Testament justification?

…about the eternally significant difference between building an organization versus God building His Family?

…about the stage and the pedestal and the lights and the video cameras and big screens, and about whom those props are designed to bring glory to?

…about how once, perhaps not too long ago, you saw all that was wrong with some other “church” or “denomination”, but now you yourself are walking in the same ways?

…about how you don’t really know – to any significant depth – any of the people filling the pews in your organization’s building?

…about the fact that the lives of the people filling your pews on Sundays are not any different – except a bit of God talk now and then and ‘going to your church’ regularly – than the people you label ‘lost’ all around you?

…if the kingdom of God Jesus describes is really about facilities and buildings and programs and titles and administration and marketing and shows/entertainment?  Do you truly not see how this applies to YOU?

…what Jesus means when He says, “In the same way, any of you who does not give up everything he has cannot be my disciple”?

…what it might be like to walk away from what you know is wrong in your heart (if you can still hear His voice) and simply follow Jesus again?

…what it would be like to live in a close, intimate Family – Jesus’ Family – and truly serve those souls desperate for such a wonderful Master?

…about Jesus command to, “go and make disciples of all nations”, and how that might mean leaving a man made sinful institution that no longer sees a need for Jesus because they have fund raisers and management consultants.

My apologies, I was just wondering out loud. I am so thankful that we have a God that will never   leave us nor forsake us, nor leave us to our own devices, but rather fill us with His Spirit. A Holy Spirit that comforts, loves, and equips. He equips us to serve Him. Serve Him where you find yourself.

To Him alone belongs the glory and honor forever and ever, Amen.

Challenges in Fulfilling the Great Commission

Friday, February 1st, 2008

TEN GLOBAL CHALLENGES

Challenge #1

  • Secularism/Consumerism in the West: our addiction to “stuff” in the West, especially in North America, is accepted as normative in our baptized version of the “American Dream.”
  • The result is spiritual desensitization, apathy towards issues of justice and the poor, and lifestyle which reflects a “this life is all there is” worldview.

Challenge #2

  • Widening gaps of rich & poor. While many surf the Internet on global information highways, 43% of the world does not have access to a telephone.
  • World Christian Encyclopedia (2000 edition) cites other data which vividly portray global inequity:
  • - 2.2 billion do not have access to safe water to drink
  • - 2.0 billion live in poverty (under $2/day)
  • - 700 million are shanty-town or slum dwellers
  • - 1.1 billion live in extreme poverty (under $1/day)
  • - 120 million are street children
  • - 700 million children are sick
  • - 30 million die annually from hunger (18 million of these are children under age 5)

Challenge #3

  • Pluralism: the philosophical departure from Absolute Truth has diminished the missionary zeal of many and lays the foundation for global anarchy in the future.

Challenge #4

  • Religious extremism and the intensification of other world religions
  • Islam, Hinduism, and, to a lesser extent, Buddhism, all express extremism.
  • Sometimes this is in reaction to the success of Christian missions.
  • Other times it is religion attached to a new nationalism.

Challenge #5

  • The Church under Persecution: although there is “good news about injustice”, the fact millions of Christians suffer for their faith is never good news.

Challenge #6

  • Sacrifice: “To live more simply that others may simply live”
  • The lifestyle comfort level of most of the most educated and affluent Christians makes the sacrifice necessary to take the Gospel to unreached people virtually impossible for them.

Challenge #7

  • Converts, Not Disciples: “The Church is miles wide & inches deep”
  • The tremendous numerical growth of the Church belies the fact that many are converts, not disciples.
  • Millions make the evangelical profession of faith, but few grow into the ongoing life-change as a daily follower of Christ.

Challenge #8

  • Deployment: in spite of the increases of non-Western missionaries, the statistical evidence cites that 98% of all foreign missionaries are working among existing churches, with 2% working where no church exists.

The rest work where the Church already has been planted.

Challenge #9

  • A younger world: almost half of the world is under the age of 25
  • The challenge of ministry to youth will become increasingly significant, especially given the aging of the Western cultures and countries, and the disregard for youth amongst the non-Western cultures and countries.

Challenge #10

  • Globalization: in spite of the positive potential of a global culture, the “Coca-colanization” of the world means many harmful exports as well…
  • - from the world’s most popular TV show – “Baywatch”
  • - to the materialistic world view of those doing the exportation.

God’s Promises Concerning Prayer

Friday, February 1st, 2008

III.           God’s Promises Concerning Prayer

1.Matt. 6:6 (Acts 4:13)   Our time spent with the Lord will be richly rewarded.

2.Matt. 7:7-11   The three-fold encouragement to pray  underscores Jesus’ main point here, that God finds no higher delight in giving good things to His precious children who come to Him and ask.

3.Psalm 91:15  God will answer our prayers in moments of trouble by coming to rescue us and honoring the trust we have put in Him.

4. Psalm 50:15  In the day of trouble all we need to do is pray to God, who will come to our aid, so that His name may be magnified through our praise.

5.Is. 65:24 God is so delighted by the prayers of His children and is so anxious to bless them that He promises to answer even before they finish praying.

6.John 14:12-14   God will respond to the prayers of faith that His children raise, will do great and wonderful things in response to their prayers.

7.John 16:23-24   As we approach God through the grace of Jesus Christ and lay our prayers before Him, He will grant our requests. We can have confidence.

8.James 5:15     Our prayers do make a difference, they have a powerful effect.

9.Luke 18:1-8    (This parable is a study of contrasts. The situation described by Jesus in this parable is the opposite of our situation as we pray to God)

a.) The desperate widow   She is our opposite. She has no defender, no resources, no relationship with the judge, nothing.

b.) The judge   He is the opposite of God in every way.

c.) The lesson   If  a poor, unimportant woman can get what she needs from a selfish, self-serving judge, how much more can God’s precious children be sure that their Heavenly Father, who has all resources and is pure love, will welcome their prayers, answers those prayers, and move in powerful ways the very first moment when the time becomes right.

Where is your treasure? Wayne Hamit

Tuesday, January 29th, 2008

WHERE YOUR TREASURE IS . . .
2 Corinthians 9:6-15

“Remember this: Whoever sows sparingly will also reap sparingly, and whoever sows generously will also reap generously” (2 Corinthians 9:6).

1. Giving is an act of worship.

Jesus said, ‘I tell you the truth, this poor widow has put more into the treasury than all the others. They all gave out of their wealth; but she, out of her poverty, put in everything – all she had to live on’” (Matthew 12:41-44)

2. Giving tells me where your heart is.

“But store up for yourselves treasures in heaven, where moth and rust do not destroy, and where thieves do not break in and steal. For where your treasure is, there your heart will be also” (Matthew 6:17).

3. Giving is an indicator of how much do I trust God.

“And without faith it is impossible to please God, because anyone who comes to him must believe that he exists and that he rewards those who earnestly seek him” (Hebrews11:6).

QUESTIONS FOR MEDITATION

1.   If someone who did not know you looked at your check book and charge card account, what would they assume about what was important in your life?

2.   Read Leviticus 27:30. What was the Old Testament Standard of giving? How were the Israelites told to think of this part of their possessions?

3.  Read Malachi 3:10. What was God’s promise? Can we put God to the test like this today?

4.   Read Matthew 19:21. What is the New Testament standard of stewardship? What implications does this have for your life?

5.   Read Mark 12:41-44. Studies tell us that the less a person has the more they give proportionally. Why is this so? What other lessons are there in this story?

6.   Read Matthew 6:19-21. Where do most people in our country spend their treasure? What does this say about our values?

7.   Read Luke 18:28-30. Like the Old Testament, the New Testament gives promises based on how we give. What is the promise here? Why are we not placing more of what we value on these things?

8.   What is the danger of materialism? After discussing it, read Matthew 6:24.

9.   Read 1 Timothy 6:9-10. The love of money displays itself in two ways: overspending and hoarding. Which is worse?

What does the Old Testament say about Stewardship? Wayne Hamit

Tuesday, January 29th, 2008

THE EARTH IS THE LORD’S AND EVERYTHING IN IT.

Psalm 24:1. “Of David. A psalm. 1 The earth is the LORD’S, and everything in it,
the world, and all who live in it; 2 for he founded it upon the seas and established it upon the waters.”

Psalm 89:11. “The heavens are yours, and yours also the earth; you founded the world and all that is in it.”

WE THANK THE LORD

Psalm 75:1 “We give thanks to you, O God, we give thanks, for your Name is near;
people tell of your wonderful deeds.”

Psalm 107:1 “O give thanks to the Lord for the Lord is good and his love endures forever.”

Psalm 118:1-4. Give thanks to the LORD, for he is good; his love endures forever. “2 Let Israel say: His love endures forever.” 3 Let the house of Aaron say: “His love endures forever.” 4 Let those who fear the LORD say: “His love endures forever.”

WE PRAISE THE LORD

Psalm 111:1 Praise the LORD. [2] I will extol the LORD with all my heart
in the council of the upright and in the assembly”

Psalm 112:1 Praise the LORD. [2] Blessed are those who fear the LORD , who finds great delight in his commands.”

Psalm 113:1-4  Praise the LORD. [1] Praise, O servants of the LORD, praise the name of the LORD. 2 Let the name of the LORD be praised, both now and forevermore. 3 From the rising of the sun to the place where it sets, the name of the LORD is to be praised.”

Psalm 117:1 “Praise the LORD, all you nations; extol him, all you peoples. 2 For great is his love toward us, and the faithfulness of the LORD endures forever.”

Psalm 147:1 “Praise the LORD. [1] How good it is to sing praises to our God, how pleasant and fitting to praise him!”

Psalm 148. Underscore many of the verses in this psalm.

Psalm 149:1 “Praise the LORD. [1] Sing to the LORD a new song, his praise in the assembly of the saints.”

Psalm 150:1 “Praise the LORD. Praise God in his sanctuary; praise him in his mighty heavens.”

WE ARE TO BE CARETAKERS OF GOD’S CREATION

Genesis 1:26-28 “Then God said, “Let us make man in our image, in our likeness, and let them rule over the fish of the sea and the birds of the air, over the livestock, over all the earth, [2] and over all the creatures that move along the ground.” 27 So God created man in his own image, in the image of God he created him; male and female he created them. 28 God blessed them and said to them, “Be fruitful and increase in number; fill the earth and subdue it. Rule over the fish of the sea and the birds of the air and over every living creature that moves on the ground.”

Genesis 2:15 “The LORD God took the man and put him in the Garden of Eden to work it and take care of it.”

WE ARE TO GIVE A TITHE OR 10% AS A THANKS OFFERING

Genesis 28:18-22 “Early the next morning Jacob took the stone he had placed under his head and set it up as a pillar and poured oil on top of it. 19 He called that place Bethel, [6] though the city used to be called Luz. 20 Then Jacob made a vow, saying, “If God will be with me and will watch over me on this journey I am taking and will give me food to eat and clothes to wear 21 so that I return safely to my father’s house, then the LORD [7] will be my God 22 and [8] this stone that I have set up as a pillar will be God’s house, and of all that you give me I will give you a tenth.”

Leviticus 27: 30-34 “A tithe of everything from the land, whether grain from the soil or fruit from the trees, belongs to the LORD; it is holy to the LORD . 31 If a man redeems any of his tithe, he must add a fifth of the value to it. 32 The entire tithe of the herd and flock-every tenth animal that passes under the shepherd’s rod-will be holy to the LORD . 33 He must not pick out the good from the bad or make any substitution. If he does make a substitution, both the animal and its substitute become holy and cannot be redeemed.’ 34 These are the commands the LORD gave Moses on Mount Sinai for the Israelites.”

Malachi 3:8-10 “Will a man rob God? Yet you rob me. “But you ask, ‘How do we rob you?’ “In tithes and offerings. 9 You are under a curse-the whole nation of you-because you are robbing me. 10 Bring the whole tithe into the storehouse, so that there may be food in my house. Test me in this,” says the LORD Almighty, “and see if I will not throw open the floodgates of heaven and pour out so much blessing that you will not have room enough for it.”

Partnership Business Plan training by Wayne Hamit

Thursday, January 10th, 2008

PARTNERSHIP BUSINESS PLAN

Preface

Most successful partnerships require solid personal relationships based on trust. Relationships take time and are difficult to reduce to objective criteria. We know these tools are transactional in nature. They will never be able to replace the need for real relationships that form partnerships: a firm handshake and a clear look in the eye.

What they can do is help people to bridge their intentions to action and connect their performance to effective results. The tools will not replace building, but simply facilitate it. They will be a means to tee up opportunities.

We would really appreciate your feedback on these tools. Please call us with your suggestions at 214-435-0753.

Mountain Movers International

PARTNERSHIP BUSINESS PLAN

You are enthusiastic about an idea for a new ministry venture, or you want to expand a great one that you already started. You think that it has excellent market prospects and fits well with your skills, experience, personal values, and aspirations.

What is your entry strategy, and your tangible vision for growth? What are the significant risks and problems in launching or growing the venture? What is your marketing plan? What are its future financing and cash flow requirements? What are your expected results and return on investment?

Can you articulate answers to these questions, show evidence for your conclusions, and put them in writing?

A business plan is a written document that articulates the social problem to be solved, what the opportunity conditions are, why the opportunity exists, the entry and growth strategy required to seize it, and why you and your team have got what it takes to execute the plan. It is the blueprint you will need to actually launch and build your ministry.

If you plan to seek outside venture capital, a business plan is a must. It is more than a financing device. It is invaluable in identifying prospective partners, defining roles, and gaining their commitment.

The MMI business plan is designed to be completed by the ministry’s executive director, one or two board members, perhaps a financial partner, and the lead national whenever possible, with the help of a trained facilitator. It will require several days of research to complete. When completed, it will range from 15 to 25 pages in length.

Executive Summary

The principle focus of the executive summary is to articulate the social problem to be solved, the opportunity conditions, why they exist, who will execute the opportunity and why they are capable of doing so, and how the ministry will gain entry and rapid market penetration.

The executive summary should be prepared last; however, it will be the first thing about you and your ministry venture a prospective investor will read. It should be an appealing, convincing, and succinct document. It must be compelling.

On two pages or less, summarize the highlights from each of the following sections.

The Problem: Summarize the unacceptable condition in the community that needs a solution.

The Solution: Summarize your ministry’s mission and goals and the programs and services your ministry will provide to address the problem.

The Opportunity: Summarize the opportunity, why it is compelling, and your entry strategy: how you plan to gain rapid market acceptance.

The Results Expected: Summarize the changes in people’s lives that you expect as a result of this initiative.

The Management: Summarize the relevant experience and significant accomplishments of the leaders of this venture, and define the roles of all partners.

The Economics: Summarize the financial requirements of the venture, timetable for financial viability, and plans for long-term sustainability.

The Problem

A problem is a condition in the community that is unacceptable and needs a solution. A problem statement characterizes this condition in the form of documented determination of the nature and extent of the problem within the targeted community.

A problem statement provides the necessary context for the proposed venture. It establishes a foundation for assessing the potential impact of a social venture. It answers the question: “Why?”

On two pages or less, address the following questions in a compelling narrative. Utilize charts or graphs where necessary.

What social problem are you trying to solve?

What is the specific problem that you are trying to solve?

What is the specific nature and extent of this problem?

ڤ What is the specific need people are experiencing?

ڤ What aspect of this need will your program be addressing?

ڤ Or, what aspect has your program been addressing?

Who is affected by this problem and where do they live?

ڤ What group of people is experiencing the need?

ڤ Describe this target population and its common traits (age, ethnicity,

gender, etc.)

ڤ What is the geographical location of the target population?

What information exists that identifies this is a problem?

ڤ What information indicates that this condition is experienced by the target

population?

ڤ Summarize demographic data, news reports, research and any studies

that supports your conclusions.

How robust and durable is this problem?

ڤ What evidence exists that this problem is strong, vigorous, and likely to

continue?

ڤ What factors are contributing to its growth?

The Solution

A solution is an answer to a problem. It addresses all of the components of a problem, taking advantage of available opportunities and diffusing difficult obstacles. It works. And produces measurable results that show that it works.

An effective social venture is one that delivers the right solution to a well-defined social problem in an efficient manner. This type of venture provides a social investor with the greatest return on his or her investment.

On four pages or less, address the following questions in a compelling narrative. Utilize charts or graphs where necessary.

What is the solution to the problem?

ڤ What social strategies will work in solving the problem?

What evidence exists that this solution works?

ڤ What information exists that confirms that this solution strategy works?

ڤ Summarize demographic data, news reports, research, expert testimony,

and any studies that support your conclusions.

Why does this solution work?

ڤ What are the underlying reasons why this solution produces positive

results in solving the problem?

What is the mission of your organization?

ڤ What is the mission of your organization?

ڤ How does it relate to the problem and solution?

What are the goals of your program?

ڤ What are the big ambitions of your program?

ڤ What long-range benefits do you want to provide to your community?

ڤ Define the proposed effect, the identified need, and target population for

each goal.

What programs or services do you propose that will address the problem?

ڤ What is the service?

ڤ Who will provide the service?

ڤ Where is the service delivered?

ڤ When is the service delivered?

ڤ How is the service delivered?

The Opportunity

An opportunity is defined as a “favorable juncture of circumstances.” In the context of planning for a new ministry venture, or expanding an existing one, an opportunity is defined by a convergence of market conditions to which a ministry is ideally positioned to respond.

An opportunity analysis addresses the issue of venture viability by examining market conditions, prospective customers, and potential competition. It helps a prospective investor answer the questions:

“Is now the right time?” and “Is this ministry positioned to respond?”

On three pages or less, address the following questions in a compelling narrative. Utilize charts or graphs where necessary.

Who are your primary and secondary customers?

ڤ Segment the market and define your target markets. Primary customers

are those whose lives will be changed through your work. Secondary

customers are those individuals and groups who must be satisfied in order

for the ministry to achieve results. They may include donors, churches,

volunteers, etc.

What do these customers value?

ڤ What does the customer value?

ڤ What are the wants, needs, and aspirations of each of these customer

groups?

ڤ What is your basis for these assumptions? (Cite any market research,

demographic data, or studies that support these claims.)

What is the size of the market?

ڤ How many potential customers are there in each segment of the market?

ڤ What is your basis for these numbers?

How will the market change in the future?

ڤ How will the characteristics, needs, wants, and aspirations of customers

likely change in the future?

ڤ What factors will drive these changes?

ڤ What growth, if any, is projected?

What is your market niche and rationale?

ڤ What needs, wants, and aspirations of your customers are you best

positioned to address?

ڤ Who else is providing similar services to these customers?

ڤ What services are they providing?

ڤ What differentiates your programs and services from theirs?

ڤ What makes your service unique and desirable?

What unique opportunities does your ministry have to address the

problem?

ڤ What unique opportunities for market leadership does your ministry have?

ڤ Does a gap in services currently exist?

ڤ Are you uniquely positioned to provide these services?

Results Expected

The results of a ministry are always measured outside of the organization in terms of changed lives and changed conditions. These changes can be measured in terms of people’s behavior, circumstances, health, hopes, competency, and capacity.

Expected results should reflect intended progress and achievement in both qualitative and quantitative terms. Qualitative measures address the depth and breadth of change within its particular context. Quantitative measures use definitive standards and tell an objective story. In both cases, expected results should be stated in concrete, realistic, measurable, and time-related terms.

On two pages or less, address the following questions in a compelling narrative. Utilize charts or graphs where necessary.

How do you currently define results? How successful are you?

ڤ What does your ministry currently appraise and judge?

ڤ How does it measure results?

ڤ What results are currently being achieved?

What are the outcome objectives of your program?

ڤ What results is your program trying to achieve in the next three years?

ڤ What, how much, and when is change expected?

ڤ What effect do you expect to produce on the clients?

ڤ Are these effects realistic? measurable? concrete? assignable?

How will you measure these expected outcomes?

ڤ What methods will be used to assess outcomes?

ڤ What information will be collected and analyzed?

ڤ What will it cost?

ڤ Will the information be viewed as credible, accurate, and useful to

someone?

What will the return on investment be for the marketplace partner?

ڤ What is the cost of producing the expected changes in a single customer’s

life? (Divide the total cost of the venture by the total number of clients

affected.)

The Strategic Approach

Strategy converts a ministry’s mission and objectives into performance. It is an action-oriented plan that provides a prospective investor with a solid understanding of “how” you intend to maximize your market opportunity and achieve your intended results.

A good ministry strategy includes sound marketing, program development, and operations plans. It includes performance related timelines and benchmarks. It is the basis for defining the conditions for an agreement with a marketplace partner.

On five pages or less, address the following questions in a compelling narrative. Utilize charts or graphs where necessary.

What is your marketing plan?

ڤ What is your plan for marketing your services to your primary and

secondary customers?

ڤ What customers will you target for initial intensive selling efforts?

ڤ What features of the program will be emphasized to generate sales?

ڤ How will your services be priced?

ڤ What methods will you use to sell and distribute your services?

What is your program development (or expansion) plan?

ڤ What is your plan for innovating and improving existing programs and

services?

ڤ What programs or services should be abandoned?

ڤ What is the development status of any other new programs?

ڤ How successful have these programs been in the past?

What is your operations plan?

ڤ In what geographic locations will you operate the proposed venture?

ڤ What facilities are involved?

ڤ What improvements will need to be made?

ڤ How will you deliver your new or expanded program?

What is your overall schedule to launch a new initiative or expand one to the next stage?

ڤ What is the timing and interrelationship of the major events necessary to

launch the venture and realize its objectives? This should include all of the

deadlines or milestones critical to the venture’s success including tasks from the marketing, program development, and operations plan.
The Management

The management team is the key to turning a good idea into a successful ministry. Investors look for a committed management team with a proper balance of passion, vision, technical and managerial skills, and experience in doing what is proposed.

It is people, not programs, who make ideas come to life. The success of a ministry venture is dependent on the quality of its leaders and supporting staff and volunteers.

On three pages or less, address the following questions in a compelling narrative.

Who are the key managers of the proposed initiative? What are their various roles?

ڤ What are the names, positions, and exact duties of each key manager?

Include members of the Board of Directors and executive management

team.

What previous successes do they have in this area? What skills and knowledge do they bring?

ڤ Provide a summary of the each key manager’s career highlights.

Include accomplishments that demonstrate his or her ability to perform the

assigned role.

ڤ How long has the management team worked together?

ڤ What successes have they achieved together?

What other staff or volunteers are involved? What are their various roles and responsibilities?

ڤ Include a table that lists staff by title, minimum qualifications, and brief job

descriptions. Also include an organizational chart that diagrams your

program’s staffing structure and star the number of paid and non-paid full-

time staff equivalents (FTE’s) assigned. Include volunteers if they perform a direct service to the program.

What additional expertise is desired for your new or expanded venture?

ڤ What additional expertise, in the form of knowledge or skills, is also

necessary for the venture to succeed?

ڤ Why is this expertise essential for the success of the venture?

What role will the marketplace partner play in providing this expertise?

ڤ What strategic role in the ministry would a marketplace partner play?

ڤ What time and talent would be required for this role?

ڤ What specific responsibilities will the marketplace partner accept that meets his or her expectations and yours (as expressed in the Partnership Agreement).

The Economics

The financial plan is basic to the evaluation of an investment opportunity and should represent the ministry leader’s best estimates of future operations – your best judgment of the results that you believe is realistic and attainable. The purpose of the plan is to indicate the venture’s economic potential and timetable for financial viability.

On three pages or less, address the following questions in a compelling narrative. Attach Pro Forma Income Statements, Pro Forma Balance Sheets, and Cash Flow Projections for the first three years. In the case of an existing ministry seeking expansion capital, income statements and balance sheets for the current and prior two years should be provided in addition to these estimates.

What is your current annual budget? What are your current sources and uses of financial capital?

ڤ What is your current agency budget? Provide a brief summary including

total revenue and expenses for the last three years. Provide this

information in a table form.

ڤ What are the sources of your financial capital?

What is the total cost of this specific initiative? What will the funds be used for?

ڤ How much money will it take to fund the proposed venture until it breaks

even and becomes self-sustaining? Include all costs including initial (or

on-going) program development and capital expenditures.

ڤ What will these funds be used for?

How much has currently been raised? What are the sources of this capital?

ڤ How much of the venture budget has been raised?

ڤ From whom?

ڤ What restrictions have been placed on the use of these funds?

What stake do these donors have in the project?

ڤ What financial investment is the marketplace partner making?

ڤ Specifically, how will the funds be used from the marketplace partner?

How much is still needed? What is your plan for raising the additional capital?

ڤ How much money still needs to be raised?

ڤ What will it be used for?

ڤ What is your plan for raising this additional capital?

What is your financial plan for sustaining the venture long-term?

ڤ What long-term revenue streams will be developed to support the

venture?

ڤ What is your basis for these projections?

ڤ When will the venture break-even?

The Critical Risks

The development of any ministry venture has risks and problems, and the ministry invariably contains some implicit assumptions about them. The discovery of any unstated negative factors by potential investors can undermine the credibility of the venture. Identifying and discussing these risks demonstrates your skills as a manager and heightens the credibility of the proposed venture.

On two pages or less, address the following questions in a compelling narrative.

What changes in the ministry or marketplace may block or retard progress?

ڤ What trends, conditions, or attitudes within the ministry or in the

marketplace could block or retard progress?

ڤ How will you counteract these changes?

What projected revenue streams may be weak?

ڤ What sources of revenue may be soft and why?

ڤ What will you do to counteract a sluggish response from donors?

What projected expenses may be underestimated?

ڤ What projected expenses may be underestimated and why?

ڤ What will you do to control costs and stay within budget?

What delays may effect our expected results?

ڤ What delays in staffing, program development, or marketing may effect

the delivery of services and our expected results?

ڤ What will you do to avoid these delays and stay on schedule?

Servant Leadership

Thursday, January 10th, 2008

Servant Leadership

Applying Lessons from Jesus to Business

Training by Wayne Hamit

If you are a person that is called upon to lead, motivate, or transform others, this course is a must. Business People in today’s world will profit from learning how Jesus did it. This practical guide is a no-holds-barred approach that deals with the challenges that are in the marketplace today. This course outlines a number of scenarios involving conflict, change, teamwork, communication, and competition. In each scenerio there is a simple power tactic that Jesus utilized.

A tactical process for leadership that goes from transactional to relational and from relational to transformational. The purpose of this course is to analyze and clarify in a simple, direct way the subtle people-moving methods of Jesus so that today’s leaders can model them.

Business needs to be transformed. This is today’s challenge. The human cost for doing business has never been greater. Ethical and moral compromises are a matter of course. Mission statements, business plans, and market share mean little when the rank and file feel underutilized, unfairly treated, and unloved, and customers feel poorly served. The power of Jesus and His leadership was centered on three pivotal principles.

Principle1: Vision through Values

Integrity

Responsibility

Commitment

Vision

Principle 2: Synergy through Community

Communications

Conflict Resolution

Optimism

Positive Change Management

Principle 3: Investment through Empowerment

Empowerment

Courage

Example

Preparation