I. Annual Budget Development and Year-Round Fiscal Stewardship Focus
A. Reasons to be involved in fiscal matters | B. Common fiscal errors | C. Sample Budget | D. Budgeting Process | E. Whole-Life Stewardship Resources

 

A. Reasons Pastors ought to be involved in Congregational Fiscal Matters

This information is for pastors and congregational officers, especially financial leaders.

INTRODUCTION
Misled by misreading Jesus' warnings about serving God and mammon (Matt. 6:24) some church leaders and pastors bless pastoral avoidance of leadership in financial matters. The following document argues against this stand and suggests ways that pastors might fruitfully and effectively be involved in congregational fiscal leadership.

Reasons for Involvement

1. Biblical: Jesus' parables more often than not are teachings about or built upon matters of possessions and finances.

• Paul was concerned about fiscal matters in Corinthian correspondence (esp. II Corinth. 8-9)

2. Theological: Doctrines of creation and incarnation bless and redeem the stuff of life.

• Humankind to be a steward of creation.
• To separate self from things because they are fiscal ("filthy lucre") is to risk practical heresy.

3. Practical: Failure to be involved with finances:

• demeans the service and gifts of those (financial officers) who are, financially involved
• misses an opportunity for leadership in a critical area of church life
• leads to a potential compartmentalization of ministries, forfeiting an integrated vision and mission

Ways of Becoming Involved

1. Come to terms with the role of money in the church and culture. Recognize it for what it is symbolically and for what it can do creatively and for what it can destroy. Begin the assessment by coming to terms with how it has been and continues to be a reality and power in one's own life.

2. Become so familiar with the fiscal instruments (documents) and processes in the life of the congregation that one could explain them simply to anyone in a new members' class who cared to ask.

3. Become well acquainted with those leaders in the congregation whose service is with fiscal matters. Get to know them in and through their work both inside and outside the church. So develop a theological understanding of their work with them, that both could be able to recruit new leaders in the congregational fiscal management by explaining both the spiritual and practical significance of their potential service.

4. Insure the regular rotation of financial officers so that no one feels stuck in a position or unable to explore others' expressions of service in ministry.

5. Make sure that there are annual audits of finances, properties, and insurances so that the congregation will not be exposed to fiduciary risk.

6. Be a part of all major congregational fiscal deliberations and reportings, not to control, but to clarify, challenge, if necessary, interpret, and to bless.