Evangelism and Church Growth - From Baptism to Discipleship

Introduction

Membership growth rates and other reports indicate that the Seventh-day Adventist Church is experiencing increased involvement in evangelism activities. Various initiatives such as the training of members for evangelism (i.e. Go One Million[1]), widespread availability of materials (i.e. DVD players and the ASI[2]-produced electronic outlines for messages), emphasis on a global challenge (i.e. Sow One Billion[3]), and the increasing participation of volunteers in international projects and programs have raised member awareness that evangelism is central to Seventh-day Adventist mission. The Church is now preparing to mark 2004 as the "Year of Evangelism".

The years immediately following the collapse of the Union of Soviet Socialist Republics saw unprecedented involvement in the internationalization of evangelism--primarily by means of visiting teams conducting short series of public meetings. Converts were baptized and the evangelism team returned to its homeland or to assignments elsewhere. The on-going nurture of new believers was entrusted to local congregations and the local mission or conference infrastructure.

Since that time international participation in evangelism has grown exponentially. The advent of satellite evangelism and other electronic delivery media offers almost global opportunity for live participation of churches and communities in events staged in one locality and culture. A large number of independent supporting ministries[4] has emerged. The sum of human and financial resources they have channeled into evangelism is enormous. In addition, various denominational organizations have arranged for and supported their employees' involvement in conducting evangelism programs abroad. The cumulative effect of all these endeavors brings evangelism into greater prominence in Church life at all levels of organization.

In practically every instance the international evangelism programs resulted in significant membership increases. Attempts to achieve the greatest efficiency in use of resources with maximum impact have honed the evangelism enterprise to a carefully scripted sequence of events, procedures and content. Thus, in large measure the Church has found an effective means to proclaim its message widely and gain new members.

In some ways the celebration of these evangelism achievements and growth rates creates new expectations of how evangelism is done. However, there are several important cautions to bear in mind:

1. For long-term success it is vital that a sense of program ownership be held by the recipient entity. Unless careful attention is given in this regard the export of programs and resources can quickly generate an attitude of dependency. Evangelism must not become an event conducted in isolation from the realities and resources of the local denominational infrastructure.

2. Evangelism by guest teams, supported with external resources, must not supplant the expectation for local pastors and church leaders to carry the initiative for evangelism and discipleship programs in the local area.

3. Foreign personnel conducting high-profile and relatively high-cost programs can overburden the local capacity to provide nurture and follow-up support of the evangelism program. Local pastors and leaders who are left in situations where it is impossible to fulfill their duties as guardians of the flock will soon surrender to discouragement

4. Evangelistic messages (through preaching, print, images, and music) must be

sensitive to the culture, history, values and present circumstances of the intended recipients. Persons who pay little attention to these matters may, by their behavior and communication, create great misunderstanding about the core values in Seventh-day Adventist lifestyle and beliefs.

5. Perhaps the most important issue is that converts need an appropriate long-term

environment in which to grow and mature. The Scripture mandate (Matthew 28:18-20), views discipleship, not baptism, as the fulfillment of mission proclamation.

Ellen White recognized the danger of engaging in evangelism activities that were of short duration and limited scope. "It is poor policy to leave a few here and there, unfed and uncared for, for devouring wolves, or to become targets for the enemy to open fire upon. I have been shown that there has been much of such work done among us as a people. Promising fields have been spoiled for future effort by striking in prematurely without counting the cost, and leaving the work half done. Because there has been a course of lectures given, then stop the work, rush into a new field to half do the work there, and these poor souls who have but a slight knowledge of the truth are left without proper measures being taken to confirm and establish them in the faith and educate them ...." --Letter 60, 1886. {Evangelism, 340.1}

Practical considerations:

While it celebrates enthusiasm for evangelism and tracks the increasing numbers of baptisms the Church must also be mindful of what happens when the evangelism program concludes. There is ample evidence and growing concern that evangelistic success does not always translate into proportionate growth in discipleship. In far too many instances there has been a dramatic loss of attendance and membership within a relatively short time following the evangelism. (Some international evangelism service providers have already built in substantial provisions for the post-evangelism program support and nurture of new believers. Such arrangements will have long-term beneficial results.)

The call to follow Jesus Christ is always a costly personal decision and it should not be surprising if some or many find it too burdensome. On the other hand, unless new converts are embraced by a culture of spiritual nurture and care the casualty rate is likely to be high. The Church must provide its best environment for the growth of new believers. The linkage between evangelism program and post-evangelism nurture needs to be direct and strong. Evangelism and nurture should not be seen as two distinct and independent events even though they are accomplished by different activities and, at times by different personnel.

The initiative for connecting evangelism and nurture activities must rest with those who develop the plans for evangelism. At a minimum the evangelism plan should encompass a time frame that reaches one or two years beyond the time of baptism. Features in such a plan would include:

1. A specific plan of support/training/involvement of new members that includes:

a. Provision of a worship place for new groups.

b. Membership in a local congregation for individuals.

c. Supply of materials/aids for growth in discipleship (for example: Bibles in the local language, Sabbath School Bible Study Guides or similar doctrine and lifestyle-related outlines, devotional reading material--including Ellen G White publications in the local language, and literature suitable for witnessing).

d. In areas where converts are illiterate or where Bibles and related study aids are not available in the local language a suitable schedule of group meetings led by competent personnel will serve as the environment for nurture and fellowship.

e. Training for and inclusion in Seventh-day Adventist congregational life activity.

f. Assistance in dealing with employment or schooling issues that arise as a consequence of conversion/baptism.

2. Local conference/mission assignment of person(s) responsible for the leadership of follow-up activities, such as outlined above, for a period of not less than one year.

3. Sufficient resources (as determined by assessment of local need and the expected results of the evangelism project) on hand and allocated by the local conference/mission for follow-up activities of each evangelism program--particularly of those programs conducted by visiting personnel or groups.

Recommendation:

Whereas the continued nurture and spiritual growth of new believers is an essential part of fulfilling the gospel commission; and,

Whereas international evangelistic teams rely on local personnel and infrastructure to provide effective follow-up to evangelism programs; and,

Whereas the stability of newly baptized members to a large degree depends on a carefully planned transition from evangelism conducted by guest teams to nurture conducted by local church members and leaders, it is

RECOMMENDED, To enhance the long-term discipleship results of evangelistic programs, especially those that are not anchored in, supported and conducted by the local church membership, by adopting the following practices for all international evangelism projects:

1.Personnel involved in international evangelism programs shall counsel with church leaders from the host territory where evangelism is to be conducted to ensure that the content, expression, and manner of presentations are appropriate for the intended audience.

2. International evangelism program budgets shall include provisions for a minimum of one year of specific follow-up activities. The minimum scope of follow-up activity should include:

a. Provision of a worship place for new groups formed in areas where there is not existing congregation and church building

b. Membership in a local congregation for individuals or small groups who do not need their own church building

c. Supply of the best available materials/aids for growth in discipleship (for example: Bibles in the local language, Sabbath School Bible Study Guides or similar doctrine and lifestyle-related outlines, devotional reading material--including Ellen G White publications in the local language, and literature suitable for witnessing)

d. In areas where converts are illiterate or where Bibles and related study aids are not available in the local language a suitable schedule of group meetings led by competent personnel will serve as the environment for nurture and fellowship.

e. Local conference/mission departmental personnel providing training for and inclusion in Seventh-day Adventist congregational life activity.

f. Guidance and, where possible, assistance in dealing with employment or schooling issues that arise as a consequence of conversion/baptism. (For example: new converts may need counsel in how to approach employers with request for Sabbath privileges; senior church leaders may be instrumental in arranging for adjustments to school attendance requirements and examination schedules that include Sabbath hours.)

g. Local conference/mission assignment of locally-based person(s) whose major responsibility and time commitment involves leadership of these follow-up activities for a period of not less than one year.

3. International evangelism program personnel should ensure that sufficient resources are in place to care for the funding of facilities, programs and personnel needed to provide adequate follow-up to evangelism programs. Allocation of adequate funding may require a sharing arrangement between the sponsor of the international evangelism program and the local conference/mission.

4.Supervising organizations (local conferences/missions and unions) as well as those organizations involved in approving service requests for personnel shall require, before approving such requests, evidence that sufficient planning and funding have been arranged for an appropriate follow-up program to the evangelism meetings conducted by visiting personnel.

[1] A General Conference-sponsored program designed to train one million laymembers for active witnessing

[2] ASI stands for Adventist-Laymen's Services and Industries, an association of independent supporting ministries in the North American Division. Website: www.tagnet.org/asi.

[3] A project to print and distribute one billion pieces of Seventh-day Adventist literature by 2005.

[4] Criteria for defining supporting ministries is contained in General Conference Working Policy, section K, Supporting Ministries.