Home
David Mays March 20, 2009
|
Missions
Priorities in Contemporary Churches David Mays Church
leaders follow a strategy - that is they exercise priorities. Financial and involvement decisions are
made on the basis of some things being more important than others. The strategy may be well thought out and
consistent or it may be pragmatic and change frequently. It may be worthwhile to identify and state
the priorities that drive decisions and examine their appropriateness. Who
benefits most from the identified priorities?
Are these the best priorities for making important decisions? Financial support decisions can be made for
a variety of reasons, some perhaps hidden.
For example: a.
This is the most effective way to help fulfill the Great
Commission. b.
This best fits the interests and gifting of our congregation. c.
This provides help for people we know and love who feel called
to ministry. d.
This supports organizations and ministries that some of our
people lead or promote. a.
This builds a relationship with people we consider important
and want to befriend. b.
This fulfills an obligation to a former seminary colleague or
relative. c.
And so on. Two
overriding foundations for priorities might be:
Church
leaders evaluating their missions priorities might consider the following
nine categories and identify which ones best help them answer the above
questions. Audience How
important is it to work toward reaching or ministering to particular groups
of people? This
may be indicated by continents, countries, religious groups, or people
groups. Balance How
important is it to achieve a better balance of local and global efforts? Do
we need to adjust the ministry locations of our dollars, workers, projects,
or partnerships? Focus How
important is it to adjust our focus? Should
we shine a beacon or glow with 1000 points of light? Is
it better to do one big thing, many small things, or somewhere in between? History How
important is it to continue to expand and build on the mission efforts and
values of the past? Do
we need to separate from mission efforts that are no longer effective? How
much do we need to change and how quickly? 'Our Own' How
important is it to support those we know or who are part of our congregation
or fellowship? Are
we willing to build new relationships to support some who are doing strategic
ministry in our areas of focus? Our Roles How
important is it to engage in ministry that fits the gifts, skills, and
vocations of our people? If
we insist on congregational involvement, will we give up ministry in the
desperate and difficult areas? Participation How
important is it that our people be able to contribute hands-on to the
ministry? How
important is it that we work in areas that are safe, close, or cost effective
for our travel? Partnership How
important is it that our congregation partner with other entities in mission
work? How
important is it that the projects or missionaries we support are part of
larger partnership efforts? Task How
important is it for us to evaluate, select, and support ministry tasks that
are strategic, critical, and urgent? Are
we willing to undertake ministry that does not build back into our congregation
if the task is that important? Some Follow Up Questions: 1.
From Scripture, what do we understand to be the overall goal
of missions ministry? 2.
Which of the above areas are most important for making the
greatest impact in the areas of greatest need (i.e. strategic)? 3.
After considering the top two questions, which other areas are
important for our congregation to minister effectively and grow in our
missions vision and efforts in the future? For
more help on missions strategy, see strategyintro.ppt
56565656565656565656 |