Science in Christian Perspective
Goal Setting in a Christian Congregation
THOMAS J. MANETSCH
Department of Systems Science
Michigan State University
East
Lansing, Michigan
From: JASA 30 (September): 1978.
Goal setting can contribute importantly to the carrying-out of God's purposes for our churches. Goal setting in the church is consistent scith Scripture if the goals (a) are directed at fulfilling God's purposes for his church and (b) are prayerfully developed in the light of divine wisdom and pertinent information from a number of sources. A number of principles are developed and discussed which can be helpful in formulating goals for a particular church which address the comprehensive array of purposes God has for his body. A practical approach to goal setting is discussed which involves: (a) study of various congregational needs, (b) study of various needs and characteristics of the church's neighborhood and community, (c) study of the membership and financial trends of the congregation, (d.) tentative draft of a goals statement by a broadly constituted goals committee, (e) intensive interaction with the church board and congregation and most importantly (f) extensive and specific prayer at each stage in the process.
In the secular world of business, industry, and government, goal
setting has become
an important tool in enhancing organization effectiveness. If properly used it
can also he an exciting way of serving God
effectively in his church. A natural inclination is to take the secular methods
and apply them directly to our Lord's work. This of course we cannot
do as Christians
if it means "locking God out" of key decisions which shape the directions we take as his people.
This paper seeks to present an approach to goal setting for the
church which both
makes use of modern tools and ideas and is consistent with our faith in a God
who is a guiding and empowering Presence in our midst. While we do not directly
touch on the important matter of goal setting for the individual Christian, a
number of the principles discussed apply at a personal level as well.
The Biblical Basis
In the secular use of the term, a goal is an aim or objective intended to guide
action toward a desired end. Interestingly enough, the Bible makes little or no
mention of this concept. It is therefore important for us as
Christians to harmonize
this secular notion with our biblical theology before we accept it.
While the Bible has little or nothing to say about goals, it speaks at length
about a closely related concept-wisdom. Wisdom is a special kind of knowledge
that leads to "good" or "right" actions. Wisdom
is therefore
the "stuff" of which good goals are made. Therefore, to be on sound
ground as Christians we must base our goal setting methodology upon
biblical teachings
on wisdom.
The Bible clearly speaks of two kinds of wisdom: human wisdom (James 3:15 and
I Corinthians 1) which at its worst is rooted in selfish ambition, and Godly or
divine wisdom (James 3:17, I Corinthians 2:7, I Corinthians 12:8). This latter
wisdom, which is a gift from God (e.g. I Cor. 12:8) is the basis for
goal setting
in the church of Jesus Christ and the focus of our inquiry here.
The book of Proverbs is a rich source of practical teaching on wisdom but the
theme runs through the New Testament as well. Proverbs 2:1-10 eloquently tells
us that we must seek this wisdom and pray for it. Other relevant
passages follow.
It you want favor with both God and man, and a reputation for good judgment and
common sense, then trust the Lord completely; don't ever trust
yourself. In everything
you do put God first. And he will direct you and crown your efforts
with success.
Proverbs 3:5-6 (Living Bible)
A wise man's words express deep streams of thought.
Proverbs 18:4 (Living Bible)
Don't go ahead with your plans without the advice of others. Proverbs
20:18 (Living
Bible)
Get the facts at any price and hold on tightly to all the good sense
you can get.
Proverbs 28:23 (Living Bible)
Any enterprise is built by wise planning, becomes strong through common sense,
and profits wonderfully from keeping abreast of the facts. Proverbs
24:3,4 (Living
Bible)
there is safety in many counselors. Proverbs 24:6
(Living Bible)
A sensible man watches for problems ahead and prepares to meet them. Proverbs
27:12 (Living Bible)
Paul prayed that the Colossians would be ". . . filled with the knowledge
of his will in all spiritual wisdom and understanding; to lead a life worthy of
the Lord, fully pleasing to him, bearing fruit in every good
work Colossians 1:9, 10 (RSV)
If any of you lacks wisdom, let him ask God who gives
to all men generously and without reproaching, and it
will be given him. But let him ask in faith, with no
doubting, for he who doubts is like a wave of the sea.
For that person must not suppose that a double
minded man, unstable in all his ways will receive any
thing from the Lord. James 1:5-8 (RSV)
While these passages are by no means exhaustive, they give us useful guidelines
for determining proper courses of action in our churches (determining
goals that
reflect God's will for us). We are told that divine not human wisdom is to be
the basis for our service in Christ's name-we are to rely upon God to
direct us.
A paradox exists in that we are also told to think deep thoughts,
plan carefully,
gather facts, look ahead and seek counsel of others (fallible
humans). The inconsistency
is apparent not real, however, if the results of our human efforts
lead to understanding
of issues and the specification of alternative courses of action which we bring
before God for illumination by divine wisdom. Finally, these passages offer us
great hope and encouragement. God promises to give us the divine wisdom we need
to do his work!
Thus we see that goals for the church result from a blending of human
and divine
activity under the sovereignity of God. In the next paragraphs we
seek to determine
the kinds of human activities that will bear fruit in this enterprise. In so doing
it will be helpful to examine how, specifically, goals relate to God's purposes
for his church.
The Nature of Goals and Their Role in Fulfilling God's Purposes
A church is part of a larger setting that we must consider when we seek to know
what God wants us to do and how he wants us to do it, as indicated in Figure 1.
This is a holistic or "systems" viewpoint6 which can be a helpful way
of constructing a total picture of our mission as long as we subject it to the
norms of Scripture.
By "our church" in Figure 1 we mean our people, staff,
programs, activities
and facilities as an integrated whole working towards God's purposes
for us.
"Our neighborhood" includes the people to whom we are
primarily called
to minister spiritually and in other ways. It may include the people
in the vicinity
of the church building and people who live and work in proximity to
our members.
Most of the people we introduce to our Lord will come from "our
neighborhood".
In goal setting we must prayerfully determine precisely what
"our neighborhood"
is.
Our church is also called to serve "our world" (the world beyond our
neighborhood) -but on a less personal basis than our neighborhood. Our support
of world missions, world famine relief, United Good Neighbor, etc. are several
examples of this wider ministry. The world influences our church in many ways
and we must be prepared to deal with these as we plan and function as
God's people.
Some important examples are (1) the national economy as it affects the income
and employment of our people and the prices of goods and services we
need as individuals
and as a church, (2) tax laws, (3) changes in values and attitudes in
the population,
and (4) social and economic change as they affect the movements of
people.
Our church may also he related to a denomination and its regional
bodies. We have
some responsibilities to support these but they may also have important talents
and resources we can draw on as we serve God. "Our world"
also includes
other Christian groups with whom we need to cooperate. These important external
resources and responsibilities should be considered explicitly in
goal setting.
Finally, our church is influenced by awesome spiritual forces. Not only does God provide the guiding wisdom for our
work, he also
provides, through other gifts, the power to carry out his work effectively. On
the other hand, Scripture tells us (and most of us know from experience), that
a cunning and powerful enemy is seeking to confuse us and turn us
away from God's
purposes. Since goal setting is our attempt to find the center of
God's will for
our church we can expect heavy attack from this enemy. It follows
that goal setting
must include a great deal of specific prayer at key points in the process.
In order to better understand the nature and role of goals, we take a
closer look
at a church as it functions within the whole described above. (See Figure 2).
Think of this diagram as representing a church as it functions from
week to week
and month to mouth in carrying out God's work. The following points emerge from
thinking along these lines:
1. A church develops ministries to carry out the purposes of God. Since God has
given us a diversity of tasks we need a diversity of ministries in order to he
faithful,
(a) Ministries to our neighborhood and the world include evangelism, ministries
to the physical, social, and emotional needs of those around us,
support of missions,
denominational and regional bodies, etc., and others as appropriate.
(h) Ministries to ourselves include worship, nurture of new Christians, other
Christian Education, leadership development, family life, meeting
various physical,
social, emotional needs, and others as appropriate.
2. Ministries are carried out formally by the programs and activities
of the church
and informally by people living the Christian life from day to day.
Our programs
and activities, in addition to directly carrying out ministries, can be means
of equipping our people to carry out God's work on a day-to-day basis.
3. We have resources (time, talent, facilities, etc.) to allocate for
the furthering
of these ministries. These include internal resources from our own people and
staff, and external resources from denomination, other Christian
groups, etc.
4. Our goals define concrete steps that we choose to take in
furthering our various
ministries. (The furthering of a ministry may require that we pursue more than
one goal simultaneously.)
5. Goals must be assigned priorities - all are not of equal
importance. Some goals
will take preecdenee over others.
6. To provide a basis for scheduling, goals should have at least a general time
of completion as
signed to them; also, the completion of some goals logically precedes others.
(Our scheduling must he open to modification, however-a servant and
not a master.)
7. Taken together, decisions which define goals and specify priorities perform
the important function of allocating resources to the ministries God has given
us to undertake.
8. These decisions should be made periodically by comparing our performance in
our various areas of ministry with God-given norms or standards. Goal setting
is therefore an on-going process.
9. These important decisions are logically the responsibility of the staff and
church board.
10. These decisions on goals and priorities involve difficult
choices-we probably
will find many more worthwhile things to do than can be accomplished
simultaneously
with available time and talent.
11. These decisions require much prayer and interaction among staff,
board members,
church committee chairmen, etc.
12. Good decisions on goals and priorities cannot be made without
quality information
regarding Scriptural norms, the various needs of our people for ministry, the
talents of our people and their callings to various areas of
ministry, the time,
talent, and other resources available inside and outside the church,
the various
needs of people in "our neighborhood," specific
opportunities for evangelism
in "our neighborhood," the various needs of "our
world," and
important economic, social, political, etc. impacts of the world upon
our church
and neighborhood.
13. Finally, every church faces a number of institutional alternatives which include dissolution, relocation, merger with another
congregation,
changes in staff, changes in facilities, or to remain "as
is" vis-a-vis
these options. (Another objective of the goal setting process is to determine
which of these alternatives God wills for us as a church.)
Some Basic Principles for Goal Setting
Extensions of the foregoing analysis and examination of some of the available
literature3,4,7,8 lead to the following set of principles for goal setting.
1. God has purposes for his church. Our ministries to the world and ourselves
are the means whereby we fulfill these purposes. Goals define the
specific things
we must do to carry out these ministries.
2. A goal is tangible and specific enough to pro
vide a basis for action. We should he able to determine whether or not a goal
has been attained.
3. Since all tasks are not of equal immediate importance and since
there is sometimes
a logical time sequence in the way we implement goals, we must attach
priorities
to goals.
4. Implementing goals affects the future. We will have a different
set of opportunities
and problems facing us because we have taken overt action in implementing our
goals. We can therefore shape the future in ways that are pleasing to God.
5. Because goals affect future opportunities and challenges and because we live in
a rapidly changing world, goal setting must be an ongoing process
through time-we
must periodically establish new goals and, in some cases, modify and/or retire
old ones.
6. The organizational structure of our church
should be set up to provide for periodic evaluation of progress in
various areas
of ministry and re-definition of goals for the immediate future.
7. We can't expect to "east long range goals in concrete".
God promises
us only enough light for the next few steps. This does not mean, however, that
we don't do any long-run goal setting.
8. We are called to many ministries-evangelism, education, nurture, and meeting
physical needs. Each of these ministries may require several goals
for their implementation
at any given time. It follows then that we as a church will have sets of goals
serving our various areas of ministry.
9. To be operationally useful these sets of goals must be mutually
consistent-that
is they must not seriously work at cross-purposes.
10. In many cases we can and should develop our goal sets so they are mutually
supportive. (i.e. a goal to provide spiritual nurture may enhance
goals in evangelism,
Christian education and family life.)
11. To be operationally useful, goals must be feasible. They must he attainable
with available time, talent, and other resources. They must be consistent with
the "nature of things", "where people are at", etc. (This
is another important specific area for prayer in the goal setting process. With
God's strength we can do some amazing things, but it is also easy to
he unrealistic
in our expectations.)
12. We shouldn't be surprised if we make some mistakes. This is another reason
why we need to periodically review and update goals.
13. The alternative to completely avoiding mistakes is to remain immobile.
14. Goals for a church are, in part, an extension of goals of the people in the
church.
15. It follows that the people of the church must be directly involved in the
goal-selling process.
16. The goal setting process should be organized to provide for this
involvement.
(This can he done through appropriate questionnaires, congregational meetings
and broad representation in the group responsible for drafting a
goals statement.)
17. Goal setting also requires appropriate information describing the needs and
challenges of our neighborhood and world. The goal setting process
must be organized
to define and acquire this needed information.
18. Goal setting is not an easy thing to do for a number of reasons.
It may require
us to give up some things that are safe and comfortable and venture
in faith into
what is untried and unknown. It is also very easy' to get lost in the forest.
The need for dedication to follow where
While the Bible has little or nothing to say about goals, it speaks at length about a closely related concept-wisdom.
God leads is patently obvious. (It's particularly
easy to get lost when that is what we really
want!) Also the need for a broad undergirding in prayer cannot he
overemphasized-particularly
at the key decision points in the goal setting process. We ore
engaged in spiritual
warfare against "principalities, against the powers, against the
world rulers
of this present darkness, against the spiritual hosts of wickedness
in the heavenly
places".
19. However, we can trust that God is the victor in the spiritual
battle and that
if we are faithful He will guide us with his gift of wisdom and empower us to
carry out his work!
How is Goal Setting Done?
We now present an approach to goal setting that is based upon the
foregoing principles
and discussion. This is more or less the approach that has been followed at the
University Reformed Church at East Lansing, Michigan. (For more on
practical aspects
of goal setting see References 3 and 10.) While most of the work on
this particular
goals study was accomplished in a three month period from September to December
1975 due to unusual time constraints, the process may well take 6-12 months to
accomplish under more normal conditions.
Major phases of the process as implemented are as follows:
1. A study to determine congregational needs for ministry, and needs
for nurture
to equip people in the congregation to play an active role in
carrying out God's
work.
A study of the characteristics of our church's neighborhood and
community to determine
such things as population trends, needs for social ministries and
further opportunities
for evangelism. A study of the congregation's membership and
financial trends.
4. A tentative draft of the goals statement by a broadly constituted
goals committee
(based on the information acquired in 1, 2, and 3 above.)
5. Intensive interaction with the church board and chairmen of congregational
committees to refine the tentative goals statement.
6. Review of the refined goals statement with the congregation
asawhole and further
refinement based on this interaction.
Significantly, the planning and execution of each of these phases was supported
by the prayers of many people. Members of the goals committee kept individuals
and groups in the church informed about the current prayer needs of
various phases
of the goals study. The goals statement that resulted from the six phases above
is currently being implemented by the hoard, committees, and individual members
of the church.
The Survey of Congregation Needs
The purposes of this survey were to determine
specific needs within our congregation for ministry, and to determine specific
areas in which we as individuals or as a congregation need help or nurture in
order to he more effective in carrying out God's work in various
areas of ministry.
A questionnaire was designed to provide this information by age, sex,
and family
status. Clearly a balanced questionnaire should address all the areas of human
need God is interested in meeting through his church. (For every one of these
needs there should be an area of ministry in Figure 2.) A list of these needs
might include personal salvation, meaningful worship, spiritual
growth, need for
love and acceptance, various physical needs, need for development of gifts and
talents, good interpersonal relationships, and sound and relevant
Christian Education.
Similarly the questionnaire should also deal with
specific areas in which people may need equipping
in order to serve others, such as training for sharing faith
effectively, training
for effective Christian Education (teacher training), training for
effective parenting,
training for Christian counseling, training for nurturing newer
Christians, development
of personal gifts, and help in determining Christian lifestyle in an
era of crises.
The questionnaire included about 40 of these kinds of items and three
open-ended
questions designed to elicit suggestions on priority goals and
programs. Our people
responded to the questionnaire using a coded sheet that could be read
by machine
(except for the open-ended questions.) This permitted rapid
tabulation by computer
by various age/sex/family status categories at low cost. For us the total cost
of forms and computer processing was less than $0.10 per person.
The Study of the Neighborhood and Community
The three main purposes of this study were (1) to determine further
opportunities
for evangelism, (2) to determine physical and social needs God would
have us meet,
and (3) to identify population and other trends that have significant
impact upon
the work of our church.
Since population and other trends often affect opportunities for evangelism and
needs for other ministries, it is often wise to study this area
first. U. S. Census
data (1970), while somewhat dated, can provide much detailed
information by census
tract: populations by age and ethnic group, information on income and
employment, etc.13 We found that city and regional planning agencies can provide valuable
population projections which provide estimates of future populations
by age categories.
This information can be useful in indicating population age groups
that may need
more or less attention in the future. These same agencies may also be able to
provide information on zoning, changing ethnic composition and other
factors that
may affect opportunities and needs for ministry. Members of the
congregation should
not be overlooked as sources of information. Other useful sources of
information
might include school districts and real estate agents.
Important sources of information on the physical and social needs of
our neighborhood
and community include the private and public agencies involved in
meeting these needs in the area. Some good questions to ask these agencies are:
What is your agency doing? What are high priority needs that are not
being adequately
met? How can our church best help in meeting important needs? Again, people in
the congregation are a good source of information. Other churches can also be
a good source of information on unmet needs and possible ongoing programs which
can be tied into. (In our church we have received much valuable information on
potential social ministries from a nearby church which had a
comprehensive social
action program for a number of years.)
The information acquired above should prove useful in evaluating opportunities
for evangelism. A detailed look into other evangelical Christian churches and
organizations and their work in the area is a must. A key question
here is: What
groups are not being adequately reached with the gospel? (We found that a large
group of young married students was in this category. This, in part, motivated
a goal to expand our outreach to these people.) It is also important
to ask ourselves
what groups it is most natural for us to relate to in evangelism-we
had a number
of active young couples who could relate well to this inadequately evangelized
group. Again, people in our own congregation can provide useful
information based
on their knowledge of the neighborhood and their neighborhood and
work relationships.
Study of the Congregation's Membership and Financial Trends
Congregational statistics over a period of several years can provide
useful information
for goal setting. Several pieces of information can be particularly useful if
plotted as graphs over a number of years. These include total
baptized membership,
total received on confession of faith per year, total new converts from outside
the church per year, transfers in and out by letter per year, total communicant
membership, total inactive membership, total baptisms and adult
baptisms per year,
Sunday School enrollment, total annual giving per year, and total
giving to benevolences
per year.
Graphs of membership-related quantities over time can help in quickly
identifying
trends we may want to counteract or further support. Graphs of total giving and
benevolences can also be useful; however, we need to adjust congregational data
to eliminate inflation effects that obscure the real picture. This can he done
by multiplying annual data by the adjustment factors given in Table I.
Table 1
Adjustment Factors for Removing Inflation Effects in Graphs of Congregational
Giving
Year
1967 1968 1969 1970 1971 1972 1973 1974 1975 1976 1977 1978 (est.)
Adjustment factor" 1.00 0.96
0.91 0.86 0.82 0.80 0.75 0.68 0.62 0.59
0.55 0.51
This factor converts dollars for any given year into equivalent 1967 dollars.
This is done by multiplying the financial data in any given year by
the appropriate
adjustment factor. If we graph all our annual giving in terms of 1967 dollars
we see what's happening to the real buying power of our contributions from year
to year.
Another item we haven't mentioned so far is the trend in age
distribution of our
congregation. It may he difficult to graph this exactly, but we should try to
assess what's happening to our congregation. For
example, Is the number of elderly increasing or decreasing? Is the
number of children
and teenagers increasing or decreasing?
With additional work we can get some projections of membership,
giving, and anticipated
expenses under several alternative outreach strategies we may wish to
investigate.
We did this and the results were useful in helping arrive at several
key outreach
and finance goals.
Tentative Draft of the Goals Statement
After the information from the prior phases has been acquired,
disseminated, and
prayerfully assimilated, important congregational goals should begin
to come into
locus. Our initial step was for a Goals Committee to develop a set of
goal areas
roughly corresponding to the areas of ministry in Figure 2. These were based on
the information above. The Goals Committee then in a lengthy
"brainstorming"
session suggested specific goals for each of the goal areas. Again,
many of these
were suggested by information from the prior phases discussed. The
finalized goal
areas were spiritual life, community, outreach, Christian education, worship,
family life, social ministries, finances, and miscellaneous.
The rough goals suggested by the brainstorming session were written up in more
polished form by
members of the Goals Committee. This draft of the goals statement then became
the basis for intensive interaction with the church board and
chairmen of congregational
committees. Three lengthy meetings were devoted to this process which resulted
in further refinements and a (still tentative) draft to be reviewed
with the congregation.
Interaction with Church Board and Congregation
This interaction is clearly of the highest importance. The goals statement of
the church must represent the goals of the staff, hoard, and congregation and
not just the goals of a few at the top. While it is important for a committee
to provide leadership and lay groundwork, the board and congregation
must be allowed
freedom to mold and shape the goals as God leads them in light of
available facts
and information. In order for the board and congregation to play a meaningful
role they must, of course, have pertinent information from the congregational
study, neighborhood-community study, etc.
At East Lansing the congregation was directly involved in the goal
setting process
through the congregational survey and through representation on the
goals committee.
They were kept abreast of the progress of the goals study and were encouraged
to pray specifically for the key steps in the process as they approached. Finally, the
congregation
reviewed the final draft of the goals statement prepared by the board and goals
committee. At that meeting additional changes and refinements to the statement
were suggested but, importantly, there was also a consensus that the
goals statement
represented, generally, God's direction for the church in the months
and in some
cases, years ahead.
More on the Writing of the Goals Statement
A few more words are in order on the actual drafting of a goals statement. As
mentioned it is appropriate to write a set of goals for each of the
areas of ministry
central to the calling of the church. It is always a challenge to state goals
explicitly enough to lead to meaningful action.
Mager in his readable book Goal Analysis5 provides a valuable guide to stating
goals in a clear and workable form.
The establishment of priorities is valuable in providing guidance for
implementation
in the face of always present limitations of time and talent. A three
level priority
system is one possibility that has proven workable:
Priority A: Time, talent, and other resources will be
made available to ensure goal attainment.
Priority B: These goals will be pursued as vigorously
as possible in light of available time, talent, and other resources. However,
in some eases Priority B goals may require some minimum level of effort. They
should also be periodically reviewed for possible re-classification.
Priority C: In light of higher priorities, these goals may
receive little or no attention, Priority C goals should he
periodically reviewed
for possible upgrading to B or A.
Goals are of course dropped from the agenda when attained or no
longer relevant.
Factors to consider in assigning goal priorities are centrality to the ministry
of the church, the logical need for some goals to be completed before
others can
be started, and resources available to attain particular goals.
Experience has shown that setting priorities is a very challenging task. After
much discussion and prayer we found ourselves with more than 20 "A"
priority goals. This seemed unrealistic but in the months since the drafting of
the goals statement it has been exciting to see a number of groups and people
in the congregation adopt various goals as their own and begin working toward
their attainment. God's plan for us is comprehensive and we shouldn't
be surprised
when we find our goals statement challenging!
A final word: since periodic evaluation and updating of goals is necessary to
remain open to God's continuing leading, one goal in the goals statement should
provide for this. We established as a goal, "To review goals and
priorities
at least hi-annually to determine progress toward goals and
appropriate adjustments
in goals, priorities, and emphasis in attaining goals."
Conclusion
Space does not permit us to pursue the next logical topic:
implementation of goals
in the church. While considerable work has been done in this area3,4,7-10 there appears
to he need to consolidate and expand
what has been done and make it available to more churches in usable form. This
is particularly true in the case of helpful management techniques
such as PERT3
and appropriate uses of modern computers.
There is much more to be said (and undoubtedly learned) about this subject. In
retrospect, it would have been helpful for us to study available congregational
and outside resources more intensively. It also would have been useful to have
had more congregational involvement along the way. Further, there are
particular
classes of churches, for example those in rapidly changing neighborhoods, that
present special challenges in goal setting.9 Goal setting can he an effective
tool in our Lord's service and it behooves us to dig deeper and to
share our insights
and experiences widely. There is perhaps a need for more interaction
among Christians
who have common interests in developing and applying this means of
service. This
author is willing to act as a contact person for those who would like
to explore
this further.12
©1978
REFERENCES
1Lyle Schaller explores a number of these issues in The Local
Church Looks to the Future, Abingdon, 1968.
2This form of the goals statement was adapted from one suggested by MARC/World
Vision in their excellent Managing Your Time Seminar emphasizing goal setting
and planning.
3Dayton, Edward R., God's Purposes Man's Plans. A four
part workbook
and text on relating goals and planning and problem solving to God's purposes
for man. A good guide to the use of PERT in implementing goals in the
church.
(MARC, 919 W. Huntington Drive, Monrovia, California 91016, 1971, 58 pp. $2.00
single copy.)
4Engsteom, Ted W. and Alec Mackenzie, Managing Your Time, Zondervan,
1967. A good
guide for the layman or pastor interested in personal productivity.
Strong emphasis
on goals and priorities.
5Mager, Robert F., Cool Analysis, Fearon Publishers, Belmont, California. 1972.
A helpful guide to writing clear and workable goals.
6Churcbmao, C. West, The Systems Approach, Dell, New York.
1968. Introduction to "the systems approach" as a comprehensive way
of solving problems. Important insights for church leaders.
7Shaller, Lyle E., The Local Church Looks to the Future, Abingdon,
1968. A valuable
resource for long range planning.
8Shallcr, Lyle E., Parish Planning, Abingdon, 1971. Many useful insights into
how to get things done in the church.
9Ellison, Craig, (Ed.), The Urban Mission, Erdmans, 1974. Some ideas for the
church facing rapid urban change.
10GED: A Handle for Planning Growth in Your Church," Goal-oriented
Evangelism-in-Depth (GED), A ministry of In-Depth Evangelism Associates, 10871
Caribbean Blvd., Miami, Florida 33157.
11Thcse factors are derived from the consumer price index and are published by
the U.S. Bureau of Labor Statistics and the U.S. Bureau of Economic Analysis,
"Survey of Current Business". The American Alumnac (latest edition)
often lists the consumer price index also.
l2The author would also be happy to share upon request questionnaires and other
material used in the particular goal setting application discussed here.
13A good source of census data particularly selected for use by
churches in planning
is available by census tract for nominal costs from: Census Access for Planning
in the Church (CAPC), 7400 Augusta St., River Forest, III. 60305.