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IPC’s “Project Africa”Draft Plan: 2013 - 2014

“Where your treasure is, there will your heart be also.” -‐ Jesus

IPC’s “Project Africa”

I.  Introduc7on & Commentary •  IPC Leadership team experience during 2012 Africa trip •  Proposed “Project Africa” core objec?ves

II.  Proposed Matching Grant Overview

•  Fundraising target •  Beneficiaries •  Purpose •  Giving op?ons for IPC Congrega?on •  Broader vision for IPC •  Proposed Matching Grant – Resource Alloca?on (Between Ministry Partners)

o  Strategic subcommiNee overview o  SubcommiNee par?cipants o  Stewardship: Guiding principles for resource alloca?on o  Financial alloca?on decisions across ministry partners

III. IPC Africa Mission Trip -‐-‐ 2014

•  Proposed trip dates & details •  Africa trip leaders

IV. Vision Cas7ng & Promo7on

•  Matching grant campaign & 2014 IPC mission trip roll-‐out •  Tap IPC “centers of influence” for promo?on and support •  Giving programs & op?ons •  Opportuni?es for “Hands & feet” involvement •  Cri?cal Events ?meline

Table of Contents

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Table of Contents (Cont’d.)


V. Proposed Messaging & Framework

•  Objec?ve: as individuals and a body •  General messaging •  Core values •  Redefining life with the “End in Mind” •  Life posture

VI. “School in a Box” Concept Overview •  Concept summary •  Concept renderings

VII. Appendix – In-‐Depth Ministry Partner Overviews •  The Motshane Hope House Orphanage •  Christ Church Chris?an Care Center Orphanage (“5-‐Cee’s”) •  UBCD (Buhle & Temba) •  New Life School (write-‐up pending) •  Paul Siaki (write-‐up pending)

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Introduc7on & Commentary

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•  What the IPC leadership team experienced during the Africa trip in November 2012

ü  Full range of human emo?on

ü  Depth of human need – indescribable poverty

ü  Knew going in that we would be mee?ng orphans among the poorest of the poor; but being there in person was much more intense than we could have ever an?cipated

ü  Example: Chomba’s comment regarding birthdays

ü  Profound impact our partners are having in the midst of tremendous suffering •  We have the ability to make life-‐giving impact in the lives of hundreds of people, if we choose to do so

ü  Mike Sunker’s plaque engraved with “A child’s needs cannot wait.”

ü  “Starfish” example

•  Proposed “Project Africa” Core Objec7ves: Launch a year-‐long campaign focused on all five of our missions partners in the region; two components to the effort: (1) roll out a matching grant offer within the church, and (2) lead an IPC congrega?onal mission trip to Africa during the summer of 2014

IPC’s “Project Africa” 5

Introduc7on & Commentary

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Matching Grant Overview & Resource Alloca7on

Amount of Matching Grant $150,000 Fundraising Target $300,000 Grant Source IPC member-‐family that desires to remain anonymous Op7on for Increase Donor will consider matching funds raised in excess of target

Beneficiaries IPC Africa Mission Partners

•  The 5-‐Cs Orphanage (Pastor Mike Sunker) •  The Hope House Orphanage (Pastor Chomba) •  UBCD (Pastors Buhle & Themba) •  New Life School (Pastor Solomon) •  Paul Siaki (Pastor & Missionary)

Fundraising Purpose Stabilize (and expand) very worthy ministries that provide life-‐giving

support to some of the world’s most vulnerable children; provide essen?al care for “widows and orphans” and other sick and poverty-‐ stricken people; and “take the Gospel to the ends of the earth”


Matching Grant Overview

Giving Op7ons General GiXs to “Project Africa” IPC will distribute funds across ministry partners consistent with the pre-‐determined alloca?on percentages decided by a coordinated effort between IPC’s

Missions CommiNee and the Strategic Planning Team through an in-‐depth assessment of each ministry partner organiza?on (details in a subsequent sec?on and in the appendix)

Donor-‐Directed GiXs Donors can designate their giving to a specific ministry (or ministries); gijs can also be designated to fund a specific need(s) of a par?cular ministry partner(s)

Broader Vision for IPC Leverage this opportunity to spur each member into deeper personal discipleship through sacrificial inves?ng of ?me, talents, spiritual gijs, and resources; opportunity to rally the en?re IPC family (all ages) around a supremely worthy effort that will transform the lives of hundreds of orphaned children and other needy people, with the indirect benefit of being transformed ourselves through the process (individually and as a church family)

Result in embedded personal involvement of IPC members with all five partners = rela?onships and support that will last far beyond the campaign period and 2014 mission trip


Matching Grant Overview (Cont’d)


Strategic Planning Team

In response to the anonymous matching grant proposal, a Strategic Planning Team was formed to engage in a deep assessment of the health of our Africa ministry partners, their current needs, their strategic plans, and their prospects of being sustainable ministry organiza?ons. This analysis was conducted in order to develop an educated base of understanding from which to make financial alloca?on decisions for the proceeds of the matching grant campaign. Detailed write-‐ups for each ministry partner are in exhibits to this presenta>on.

In addi?on to assessing each ministry organiza?on, the team endeavored to construct a set of “giving principles” (discussed on the following slide) that served as a general framework to guide financial alloca?on decisions. The needs of IPC’s Africa ministry partners are beyond what we currently have the ability to fund. This reality underscored the need to develop a framework to aid in making wise investment decisions that reflect sound Biblical stewardship principles, enabling IPC to invest limited resources in a manner that will result in maximum impact.

Team Composi7on

Co-‐Chairs Jeff Hanson & Steve Thames

Members Jon Dietz Bud Thoreen Don Major David & Laura Boyd ScoN Bullock Biff & Pam Oliver

Matching Grant -‐-‐ Resource Alloca7on


Stewardship: Guiding Principles for Resource Alloca7on (not in order of priority) •  Strength of leadership (demonstrated ini?a?ve, ability to cast vision, develop leaders, etc.) •  Opportunity to create leverage (100x concept – parable of the sower) •  Soul-‐winning opportuni?es •  Stage of growth – ability to assist to the “next cri?cal juncture” •  Likelihood of sustainability •  Level of the need of the people being served (mercy giving) •  Ability for the IPC congrega?on to engage with hands-‐and-‐feet involvement in addi?on to financial

investment

“Preach the Gospel at all >mes and, when necessary, use words.” – Saint Francis of Assisi

Matching Grant -‐-‐ Resource Alloca7on (Cont’d.)

Financial Alloca7on Decisions •  The 5-‐Cs Orphanage ____% •  Motshane Hope House Orphanage ____% •  UBCD (Buhle & Themba) ____% •  New Life School ____% •  Paul Siaki (Pastor & Missionary) ____%

* Note: Detailed summaries of how the funds will be u>lized by each ministry partner are detailed in the aEached exhibits.


Matching Grant -‐-‐ Resource Alloca7on (Cont’d.)

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IPC Africa Mission Trip -‐-‐ 2014

2014 Mission Trip Details Proposed Trip Dates July 25th – August 9th, 2014 Targeted Par7cipa7on 70 – 80 IPC members Ministry Sites * UBCD (Buhle & Themba), Soweto, South Africa

* The 5-‐Cs Orphanage, Johannesburg, South Africa * Motshane Hope House Orphanage, Swaziland, Africa * New Life School, Swaziland, Africa

Trip Configura7on Divide the group up under designated IPC leaders; each group

will be dedicated to one ministry partner for the dura?on of the trip Trip Focus Pre-‐determined work projects; engage with the children; spend

quality ?me in prayer, worship, and fellowship with the leaders and children in each ministry context

Trip Training Pam Oliver will lead the spiritual/devo?onal trip training and

prepara?on efforts; other training sessions will also be provided


IPC Africa Mission Trip -‐ 2014

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Budgetary Considera7ons We will construct es?mated trip costs and announce so families can budget in advance; customizable form leNers and other mediums of communica?on will be provided to trip par?cipants that can be used in solici?ng financial support from friends and family to cover a por?on (or all) of the costs associated with the trip

2014 Africa Mission Trip Leaders •  Steve Thames •  Dave Siaki •  Bud Thoreen •  David & Laura Boyd •  Biff & Pam Oliver •  Jeff & April Hanson Leader’s team planning trip pending; likely to be in November 2013

IPC Africa Mission Trip -‐ 2014

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Vision Cas7ng & Promo7on

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Matching Grant & 2014 Mission Trip Rollout -‐-‐ Vision Cas7ng

•  IPC matching grant kick-‐off and announcement of Africa trip in 2014 on Father’s Day (06/16/13); theme: “Father to the Fatherless”; presenta?on by ScoN Bullock, Steve Thames, and Jeff Hanson

•  Lay-‐out roadmap for year of “Project Africa” for IPC; how does the matching grant and mission trip fit into the long-‐range vision and direc?on for IPC? Why Africa? What to expect and how to get involved?

•  Create and promote a new “Mission Partners” sec?on of the IPC website (wriNen ministry summaries, photos, video interviews, needs-‐lists and associated costs, etc.)

•  Have literature outlining tangible ways to give (and to get involved)

•  Weave IPC’s focus on discipleship through the campaign

Tap IPC “Centers of Influence” for Promo7on and Support

•  Session •  Pastoral leadership team •  Global Missions Team •  Friends & Fellowship •  Women’s Group •  Men’s Group •  High School Group •  Junior High Group •  Life Groups IPC’s “Project Africa”

Vision Cas7ng & Promo7on

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Giving Programs/Op7ons

•  One-‐?me gijs

•  Child sponsor program (ongoing)

•  Specific-‐needs gijs (one-‐?me)

•  Pledge over ?me (mid-‐ to long-‐term)

•  Solicit/provide corporate sponsorship (one-‐?me and ongoing) •  IPC members/donors could promote a matching grant that they fund within their companies to

promote the effort and raise funds •  Invite Chris?an friends (non-‐IPC members) to give financially to support the effort

“Hands & Feet” Involvement

•  Jog-‐a-‐Thon: All-‐church effort ; Jog-‐a-‐thon to raise support for AIDs orphans in Africa; our kids can recruit their friends to par?cipate for a good cause and expand beyond the four walls of IPC; excep?onal opportunity to invite friends into the fold, tag onto an exis?ng 5k or 10k run

Vision Cas7ng & Promo7on (Cont’d.)

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“Hands & Feet” Involvement (Cont’d.)

•  Professional Services Offering: Much in the same way people use jog-‐a-‐thons to raise support; IPC members engaged in professional services (legal, tax, accoun?ng, consul?ng, etc.) could offer client services with proceeds sent to Project Africa; this would be a great way for people to leverage their God-‐given skill sets to support our partners, while communica?ng a compelling cause to clients and associates that may be interested in personal involvement as well

•  2014 Mission Trip: Encourage IPC families to drive par?cipa?on by getng involved in the trip •  2014 Mission Trip: Invite Chris?an friends (non-‐IPC members) with financial resources and influence

to par?cipate in the mission trip

•  Educa7onal Mee7ngs: Host mee?ngs at the church (or in homes) to educated interested par?es on the nature of each ministry and their needs with & without ministry partners

•  Bake Sale: Church can host a bake sale to raise proceeds and awareness •  Labor Auc7on: At church with junior high and high school volunteers to raise money; could also do a

joint “professional services” labor auc?on simultaneously

Vision Cas7ng & Promo7on (Cont’d.)

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Project Africa Tentative “Critical Dates” Timeline


June

Aug

Oct

Dec

Feb

April

June

May

July

Sept

Nov

Jan

Mar

May

July

Aug

• Africa leadership team members confirmed• Scouting trip date established (likely 11/13)• Presentation to session 05/28

• Fund allocation determined across all five ministry partners• Formally resolve tax issue• Upload ministry partner overviews onto IPC website• Project Africa Campaign kick-off 06/16/13 (Father’s Day); Theme -- “Father of the Fatherless”• Paul Siaki is preaching 06/23/13 with a luncheon following the service

• Buhle & Themba in SoCal 06/30/13 - 07/28/13 (speaking on 07/07/13) • Host in-home educational meetings with Buhle & Themba throughout their stay• Buhle & Themba participating in VBS (07/08/13-07/12/13)

• Skype interview with Mike Sunker & video (Sunday service -- TBD)

• Ministry Partner (TBD) in SoCal -- speaking on (date TBD)• “School in a Box” prototype delivery to Chomba or Solomon• Host in home educational meetings with Ministry Partner (TBD) during their visit (TBD)

• General promotion & updates

• Tentative leader’s scouting trip (dates TBD)• Skype interview with Mission Partner (TBD) & video (Sunday service TBD)

• Alternative Christmas Bazaar• Promote need for January School Fees

2013

2014







• IPC Mission Trip (7/24/14 - 8/9/14)

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Poten7al Messaging

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IPC Vision Statement

We believe that “Project Africa” (both the matching grant and the 2014 mission trip) uniquely supports the stated vision and direc?on for IPC established by Session -‐-‐ to be a community of disciples who make disciples. We also believe that Project Africa can serve as a powerful catalyst from which IPC can propel its vision among the congrega?on.

IPC’s mission is to encourage and equip every believer in the IPC community to follow Jesus as Lord, engaging our culture with God’s transforming love, in order to make disciples of Jesus Christ. A key scripture that mo?vates our desire to mul?ply discipleship is from Ephesians 4:11 & 12, in which the role of leadership is, “to equip the saints for the work of ministry for the building up of the body of Christ.” Four core priori?es shape this work for us:

(1)  Coming into God’s Presence

(2) Cul?va?ng the Mind of Christ

(3) Strengthening One Another in Christ

(4) Sending in the Name of Christ The first two priori?es focus on the ver?cal, the way a disciple is shaped by being with Jesus. The second two focus on the horizontal, the way the community shapes and launches a disciple of Christ. Prac?cally, we are about helping people come to know who God is in Jesus Christ and who they are in Him. We believe that every disciple has a call to use the gijs that God has given them to be part of His kingdom work of making disciples, and all that we do is to aid others in discovering, developing, and unleashing this call. To encourage discipleship and discipleship making is vital, from the way we use our space to reach out to the community in Chris?an hospitality, to the way we help our ministry endeavors make the most of the resources that God has given to them for the growth of Chris?an disciples. IPC’s “Project Africa” 21

Messaging & Framework


Messaging & Framework (Cont’d.)

Objec7ve: As Individuals and a Body

Honor God and enjoy him deeply through the way we live our lives. What does this mean and how will we do it? Through living strategically and inten?onally -‐-‐ inves?ng our natural abili?es, acquired skills, and resources to generously and joyfully give ourselves away in mee?ng the needs of others. Living mission-‐driven lives… together.

General Messaging

•  Not a typical church “fundraising” or “building” campaign; it’s more deeply rooted in the core vision for the future of the IPC family

•  Opportunity to embrace the central message of the Gospel in prac?cal ways that will result in the transforma?on of ourselves and others

•  Opportunity for sacrificial financial giving, as well as “hands & feet involvement” – accessible for all, regardless of economic circumstances (this is key – it’s essen?al to provide opportunity for meaningful contribu?on to every person within the church)

•  We can make a life-‐altering difference for hundreds of des?tute children, if we choose to do so.

Core Values

•  God is supremely worthy of all of our lives and all that we are

•  A clear view of eternity is the key to putng this short life into proper perspec?ve; otherwise, our priori?es will be distorted in everything we do

•  As Chris?ans, loving and sacrificial generosity toward God and other people is the absolute core of genuine and las?ng joy (not materialism)

•  Financial blessing is not a ?cket to an ever-‐increasing lifestyle, but an opportunity to invest more deeply in what really maNers and is of las?ng (eternal) value

Redefining Life with the “End in Mind”

•  Reorient lifestyles to be more consistent with our core values (wise use of our ?me, talents, and resources) – Biblical stewardship lived out

•  Live in a way that will inspire our children (and others) to live in the same God-‐honoring manner

•  Commit to regularly purging our thought processes and values of those of our misguided culture; “swim against the current”; define what true “success” in this life really means, and take ac?on

•  Endeavor to sacrificially exchange money and “stuff” for that which is of eternal value -‐-‐ people, lives, and souls (Shindler’s List example)



Life Posture Live with “open hands” and “open eyes”, meaning: Open Hands: Generosity (in all respects – money, ?me, talents)

Open Eyes: Live outside of the “bubble”; aggressively iden?fy and eliminate our personal blind spots

•  Pay more focused aNen?on to the needs around us (get educated); and resist the natural tendency to turn a “blind eye” and “deaf ear” to intense human need (locally and globally)

•  “Hands-‐and-‐Feet Involvement” in addi?on to financial investment

•  Re-‐define family vaca?ons – locally and globally •  Teach our children generosity and how to love those in need

“Money is like manure -‐-‐ if it’s piled up it just begins to s>nk, but when it’s spread around it actually has the chance to do some good” – Alan Barnhart



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“School in a Box”



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Brief Overview

•  “School in a Box” is a concept (architectural renderings are on the following slides) that has been developed by John and Bibi VanZandt; they were long-‐?me IPC members up un?l 2011 when they began aNending Saddleback Church

•  The concept involves u?lizing steel shipping containers to develop low-‐cost, fully self-‐contained “schools in a box” to needy third-‐world ministry sites

•  The Africa Team has spent ?me with them over the last few months regarding their concept and its poten?al applica?on for some of our ministry partners in Africa

•  John and Bibi already have direct, personal rela?onships with two of our missions partners, Pastor Chomba (Hope House orphanage) and Pastor Solomon (New Life School); they have been in regular contact with both because their goal is to deliver the first “School in a Box” prototype to one of these ministry sites for tes?ng in late summer 2013

•  We see poten?al applica?on for these two ministry partners, as well as UBCD (Buhle and Themba); further, we believe that other uses for these structures could extend far beyond just school classrooms

•  We will con?nue dialogue with John and Bibi in order to iden?fy and capitalize on synergies between both of our efforts in regard to our missions partners



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Appendix – Ministry Partner

Overviews

Motshane Hope House Orphanage Swaziland, Africa

www.motshanehopehouse.org Leadership

Louis and Maggie Chomba have been serving orphaned children in Swaziland, Africa for the past ten years. They have been married for ____ years and have three children – Deborah (16), Abigail (10), and Joshua (6). Prior to establishing the orphanage, Louis was an engineer and held a management position with a mining company and Maggie was a teacher. They perceived God’s call to serve orphaned children approximately ten years ago after a significant health issue rendered Louis completely devoid of memory. After his memory was restored, they began a deep process of contemplating what they wanted their lives to stand for and how they may live for the kingdom of God. This process ultimately led them to forsake their careers, move into a rural community in the city of Motshane, Swaziland and pour their lives out in service to orphaned children.

Ministry Context

Globally, Swaziland has long been recognized as the country that has been most devastated by the HIV/AIDs epidemic. At its peak, the HIV infection rate exceeded 40% of the nation’s total population and has led many to refer to the “lost generation” of Swaziland. Although the infection rate has dropped to a current 25% of the nation’s population, the pandemic has resulted in a profound number of orphaned children (approximately 15% of the population). Further, the rapid mortality rate among adults has resulted in 40% of the population being under the age of 14 years; conversely, only 3% is above the age of 65 years. Many of the children have been left to completely fend for themselves, and many others are growing up in child-‐led households.

The Motshane Hope House Orphanage is located in a relatively small, rural community in the city of Motshane, Swaziland approximately 40 minutes from the South African border. The community has been devastated by AIDS, with an orphan problem that cannot be adequately described. It must be experienced in person to truly grasp the depth of the issues and the lend human need. Given the total destruction of many nuclear (as well as extended) families due to AIDs, the ages and birth dates of numerous orphaned children within the community are unknown and have to be estimated.

The Ministry

The Hope House serves as a beacon of hope and compassion in the community. It operates as a three-‐fold ministry simultaneously: an orphanage, a community church, and a soup kitchen. The orphanage

houses approximately 40 orphaned children full-‐time. The soup kitchen feeds between 300 to 350 other orphans and vulnerable children in the community (one meal per day, five days per week) and Maggie, founder and runs the operation, Louis also serves as the senior pastor of an on-‐site church called The Hope House Assembly.

Several years ago, the local Chief (likened to a regional mayor that receives governing powers from the King) gave Louis and Maggie an approximate ½ acre parcel of land. Over the years, they have managed to raise support to build approximately eight small buildings on the site. The primary building is used for the church. The secondary building is comprised of a kitchen and common area for the children. And the remaining buildings serve as dormitories for the children that live on-‐site.

All of the children are enrolled in local public schools and Louis and Maggie are responsible for the annual school fees for each, as public education is not free in Swaziland. The children have to walk to school every day, which is approximately one hour each way.

Beyond Louis and Maggie, there are ten other staff members that serve the orphanage:

• Volunteer Staff: Eight older women who live in the impoverished community care for the children daily. They provide their services for free out of a love for God and the children. Hope House cannot afford to pay salaries, but they provide free food to the women on a regular basis.

• Bonami: A young man who works at Hope House full time; he is compensated USD 110 per month.

• Gabriel: A man who has received formal training by World Vision in animal husbandry and agriculture. He lives in the Lundzi village, which is where Hope House’s expansion land is located. He has been integral in Pastor Chomba’s planning efforts for the new land site, and he will be responsible for running the income generating components of the new facility. He is not currently compensated for his efforts, but Hope House will pay him from time to time when he works on projects.

Due to a lack of capacity in their current facility, and sufficient financial support for further expansion, the Hope House is not able to expand the number of orphans that live in the facility full-‐time even though the needs of the community are far greater than they are currently able to meet.

Current Support Base

Through several conversations with Louis and Maggie, and a recent site visit, it is clear that the ministry is exceptionally thinly capitalized and lacks significant or consistent financial support. In fact, many of the ministry’s needs are not met through actual monetary support, as in-‐kind gifts of food, clothing, and other items are donated to the ministry from local sources on an inconsistent basis. As a result, it hasn’t been possible (or practical) for Louis and Maggie to generate annual financial budgets in conjunction

with operating the ministry. Additionally, due to the high percentage of inconsistent in-‐kind donations to meet ongoing ministry needs, it is difficult generate accurate “unit cost” estimates (ie, total cost per child per month for food, clothing, education, etc) based upon historical operating data.

Supporting Churches Annually

Cerritos Baptist Church USD + 10,000

Irvine Presbyterian Church USD + 2,000

Anaheim Methodist Church USD + 2,000

Penny _((Last Name?)) (Anaheim Methodist Member) Pays some school fees

Other Individual Donors (Inconsistent) USD + 3,000

Total Cash Support USD + 17,000

General Cost to Run the Current Orphanage

The total cost to run the orphanage under an “ideal” care/services model is estimated to be USD 90 per child, per month. This is a benchmarked estimate provided by Lighthouse, a Teen Challenge ministry, with experience in the region. This amount includes all items (ie, food and clothing, transportation, medication, school fees, etc). School fees are approximately USD 110 per year (including books). School uniforms are USD 17 per child, and shoes are USD 15 per child. This cost structure does not include the feeding program for other non-‐resident orphans in the community.

Expansion Opportunity

Last year, and through a one-‐time donor contribution, the Hope House was able to purchase an approximate 15 acre parcel of land that is located in a rural area approximately 30 minutes from the current facility. The cost of the land was USD 25,000. Other than the fact that it’s a relatively remote location, it is a prime piece of land that the IPC Leadership team visited in 2012 (generally naturally graded, 100% usability factor, and tremendous scenic beauty overlooking an expansive and lush valley).

There is already electrical power to the site (just requires a transformer), and a governmental consultant has done water testing and has indicated that water tables are accessible through digging wells. There is a local school in the local Lundzi village that is within a 15 minute walking distance. Eventually, they will need to place a school on site.

Fully built-‐out, there will be approximately 10 homes that will provide capacity for an additional 60 – 80 orphans to be cared for full-‐time.

Their vision for developing the land is two-‐fold:

(1) Triple the capacity of the orphanage from 40 to 120 children (both locations)

(2) Establish income-‐generating components that lead to self-‐sustainability for the ministry

Some of the income-‐generating concepts include breeding pigs, sheep, goats, turkeys, and chickens, and farming vegetables. There are also plans to install a small man-‐made lake to breed tilapia. Some of the output will be sold to generate recurring income, and some will be utilized for internal consumption in support of the orphanage. Since IPC’s team visited in December of 2012, they have already started a piggery with three pigs. Lighthouse – Teen Challenge has benchmarked the profitability of a fully established piggery at USD 2,500 per month.

It is also notable that the land parcel is adjacent to an extremely impoverished indigenous African tribe in Lundzi. As a result, it is likely that cost-‐effective labor (and volunteers) can be sourced from the tribe, not only for the initial development of the project but also for the ongoing operation of the orphanage and the farming and breeding facilities. Fully built-‐ out, Pastor Chomba estimates that an additional 30 staff/volunteers will be required to run the operation.

Preliminary budgets that have been prepared by the ministry indicate that complete build-‐out of the new land parcel should cost approximately between USD 125,000 to USD 442,000. This wide range exists because there are three options for build-‐out that represent different quality levels of the housing structures to provide shelter for the children:

Option #1: Lowest Cost Housing Option: USD 125,000

Option #2: Mid-‐Grade Housing Option: USD 275,000

Option #3: Standard Housing Option: USD 445,000

NOTE: Please reference the attached comprehensive budget and site plan for build-‐out of the expansion land. Pastor Chomba prepared these projections in conjunction with a government consultant that has been assigned to his project, experts with Lighthouse – A Teen Challenge Ministry, Gabriel (World Vision-‐trained), and a project engineer that has volunteered time to the effort).

Board of Directors

We have not yet obtained detailed profiles of the current board members; however, it is our understanding that the board that’s comprised of four to six members. It doesn’t sound like the directors make any meaningful financial contribution to the ministry, or solicit support from outside

sources. It is also unclear as to whether they add value to the ministry through any other strategic efforts either.

General Comments & Observations

• Committed leadership: Louis and Maggie have been faithfully serving the poor and orphaned in this community for over a decade out of a deep and abiding love for Jesus. During this period of time, and on a shoe-‐string budget, they’ve managed to raise the support necessary to develop several buildings on the site or current that have enabled them to continually expand their care for more children orphaned over the past decade. They have also proven to be extremely resourceful in garnering financial and governmental consulting support that has led to the purchase of significant expansion land and what appears to be a very thoughtful plan for build-‐out.

• Sacrificial leadership: Prior to founding the ministry, Louis and Maggie had very good careers and were enjoying a stable middle class lifestyle. In order to respond to God’s call, they gave up everything and transplanted their entire family into an extremely impoverished community to care for children in desperate need.

• The needs of the community are overwhelming, and based upon the ministry’s lack of consistent and substantial financial support, there’s a “ceiling” that has been established that is restricting the ministry’s ability to expand its impact.

• Louis and Maggie are currently in their mid-‐ 40’s; With adequate financial and strategic support, they could conceivably continue to lead the ministry for decades to come prior to executing a succession plan.

• Our core concern regarding build-‐out of the expansion land was centered around practical implications of the site being in such a rural area (ie, power and water to the sight, and schooling/transportation for the children). We’ve addressed these items with Pastor Chomba and all of the answers were extremely encouraging (as noted above).

Possible Ways to Support the Ministry

• Provide support from IPC beyond the current average of USD 2,000 per year (note: this support is provided in quarterly payments, and the wire transfer fee for each is USD 50, or USD 200 per year); the church could increase its annual support by simply wiring a lump sum once per year, thereby eliminating most of the wire transfer expenses.

• Create a child sponsorship program that is promoted within Irvine Presbyterian Church, Anaheim Methodist Church, and Cerritos Baptist Church. Written profiles could be compiled for each child in the orphanage that include photos and personal biographies, and used for soliciting sponsor support. If sponsorship was secured for all 40 children at USD 40 per month, this equates to USD 1,600 per month (USD 19,200 per year). This level of consistent funding would significantly streamline the operation of the orphanage and enable Louis and Maggie to invest more time in the strategic development and expansion of the ministry, rather than engaging in constant “emergency” efforts to meet immediate needs.

• Establish a “point person” on our team to contact other Christian orphanages in Swaziland and South Africa for networking and strategic input. No doubt, there are many other Christian orphanages in the region that are larger and more established than Motshane Hope House. Developing relationships with some of these organizations and soliciting input on a variety of topics could prove to be invaluable to the Hope House (ie, ideas for operating efficiencies; ideas for creating income generating vehicles; soliciting government subsidies for food, clothing, or schooling; ideas or methods for securing support through corporate sponsorship; etc.)

• Establish a “point person” on our team to contact Swaziland governmental agencies to solicit various sources of support (particularly free schooling for orphaned children – it is inconceivable that the government would intentionally burden volunteers like Louis and Maggie with the cost of schooling for the nation’s orphans).

• Contact Swaziland and South Africa-‐based companies that are in industry sectors such as children’s clothing, shoes, personal hygiene products, etc. to solicit ongoing in-‐kind gift support for the ministry. Also target select US-‐based companies for similar support.

• Provide a matching grant that is promoted through Irvine Presbyterian Church, Anaheim Methodist Church, and Cerritos Baptist Church with the goal of fully funding the USD 125,000 necessary to develop the expansion land.

• As the ministry’s financial support base is expanded, assist Louis and Maggie in establishing formal operating budgets that enhance their ability to effectively and efficiently manage the ministry. Such books and records will also make it easier to attract greater financial support through demonstrated accountability.

• Assist them in reconstituting the board with directors who are able to strategically support the ministry (as any board should) – personal financial support, soliciting the financial support of outside individuals and organizations, local/regional political influence, stature and influence in the local/regional business community, etc.

Christ Church Christian Care Centre (The 5-‐Cs) Johannesburg, South Africa

www.5cees.co.za

Leadership

Mike and Renu Sunker are 66 and 62 years old, respectively, and have been serving orphaned children in Johannesburg, South Africa for the past thirteen years. They have been married for ____ years and have ___ children – _(((names)))_(ages), and a daughter-‐in-‐law, Sarah (age). Sarah has served as the General Manager of the Centre since inception. Mike and Renu grew up Hindu and share a very powerful conversion story into Christianity. Shortly after committing their lives to Jesus, Mike entered pastoral ministry in 1982 and served as senior pastor of a church in 15 years. In the late 1990’s, Mike and Renu sensed God calling them into a life devoted to caring for orphaned children in South Africa, and this call led them to found the 5-‐Cs in 2000. Prior to converting to Christianity and entering pastoral ministry, Mike and Renu _______please provide background information_______.

Ministry Context

South Africa’s HIV/AIDS epidemic, which is among the most severe in the world, is concentrated in its townships, where many black South Africans live due to the lingering effects of apartheid. The end of apartheid in South Africa, which has resulted in rampant poverty and gross racial disparities in education, economics, and healthcare, has made black South Africans highly susceptible to HIV/AIDS and systemic poverty. A 2008 study revealed that HIV/AIDS infection in South Africa is distinctly divided along racial lines: 13.6% of black Africans in South Africa are HIV-‐positive, whereas only 0.3% of whites have the disease. False traditional beliefs about HIV/AIDS, which contribute to the spread of the disease, persist in townships due to the lack of education and awareness programs in these regions. Sexual violence and local attitudes toward HIV/AIDS have also amplified the epidemic. Although some education, treatment efforts, and prevention programs have succeeded in spreading awareness about HIV/AIDS in townships, the impact of the disease remains significant.

Large numbers of orphaned children is a severe consequence of the AIDS epidemic in South Africa. Approximately 22% of all children in South Africa, representing at least 3.6 million individuals, are orphaned. AIDS orphans are particularly vulnerable to poverty, malnutrition, stigma, exploitation, sickness, and sexual abuse, which lead to intense psychological trauma. AIDS orphans are also less likely than non-‐AIDS orphans and non-‐orphans to attend and remain enrolled in school due to stigma and an increase in caretaker responsibilities, such as care financial burdens.

The 5-‐Cs Orphanage is located in an inner-‐city setting in the Hillsborough region of Johannesburg, South Africa. Hillsborough is widely recognized as one of the most dangerous and crime ridden cities in the

world. After the departure of the apartheid regime, the region was left in “free-‐fall” as the effects of deep racial and economic inequality levied their effects in the region. To further complicate the situation, the broader community has been devastated by HIV/AIDS, with an orphan problem that cannot be adequately described without seeing it personally.

The Ministry

The 5-‐Cs orphanage houses approximately 42 orphaned children full-‐time (ages 4 to 20 years old). All of the children are school age and attend public schools in the area. The Centre also runs a soup kitchen that feeds dozens of other orphans, homeless, and other vulnerable children and young adults in the community a couple of times per week. Both the orphanage and soup kitchen ministries serve as Bible-‐based outreach and education programs for the residents of the Centre as well as street kids in the area.

The Centre aims to demonstrate the love and compassion of Jesus in practical ways. The Centre is also a platform from which to present the gospel and reach the local community with help and healing. The Centre’s ministries include:

• Providing a nurturing home for orphaned children • Bible teaching and counseling • A weekly lunch-‐time service and soup kitchen for street children • A worship service on Sundays • An HIV/AIDs ministry

When Mike and Renu received the call to start an orphanage In the late 1990’s, they searched for a facility to house the ministry effort. At that time, they located their current facility, which was an old hotel (approximately 40,000 square feet) that went back to the bank in foreclosure. Without the funds necessary to actually purchase the property, Mike put it under contract and proceeded by faith. When the decision-‐maker at the bank learned of Mike’s vision for the property, he cut the purchase price in half. In short order, Mike was able to fundraise the down payment and secure a mortgage from the bank, which enabled him to purchase the property in 2000 for only USD 120,000. As the result of a major donor who was providing USD 12,000 per month (stopped giving in 2007 due to financial challenges), Mike was able to pay the mortgage off within a few years of purchasing it.

Although the facility is old and in need of constant repair, it serves exceptionally well for use as an orphanage and soup kitchen and has tremendous potential for significantly expanding the number of orphans that live there. Although the facility is currently home to 42 children, it has the capacity to house 80 children with expanded financial resources. The roof was replaced a few years ago, but is in need of exterior (and some interior) paint. Additionally, the electrical and plumbing systems are in need of ongoing maintenance and repair due to the age of the facility.

The Centre is run by 18 full-‐time, paid staff members (including Mike and Sarah). The total payroll cost for all employees is approximately USD 9,000 per month (health insurance is not provided). Of note, all

of the staff are significantly under-‐paid and in need of salary increases. By example, the total salary drawn by Mike is USD 1,000 per month. Primary leadership for the Centre is as follows:

• Founder/Director: Pastor Mike Sunker • Centre Manager: Sarah Sunker (Mike’s daughter-‐in-‐law) • Treasurer: Amy Quiding • Secretary: Mary-‐Anne Liebenberg • Social Worker: Nancy Mudau • Teachers/”Mothers”: 13 other people

Mike and Renu recently made the decision to sell the house that they live in off-‐site in order to move into a flat within the Centre itself. This flat has previously been used to house periodic visitors to the Centre. In order to be suitable for Mike and Renu, it needed significant renovation at the cost of approximately USD 5,000. Mike was going to attempt to raise additional outside financial support for the renovation with the goal of moving in before the end of this year. But through recent support provided by IPC, the renovations have already begun and they expect to move in before the end of May. Mike views this decision to be an additional step by which he and Renu can further integrate their lives with the Centre and spend even more time with the children.

Mike and Renu do have health insurance that they purchase personally. The total cost for both is USD 725 per month (they only earn USD 1000 per month), which is high due to Mike’s chronic condition with diabetes. Under the insurance, hospital admission, routine procedures, and medication is 100% covered. Although not fully understood, a health savings account is still necessary for ongoing costs not covered by insurance. Mike’s account is almost depleted. Current Support Base & Immediate Needs

Through several conversations with Mike, and a recent site visit, it is clear that the 5-‐Cs is a wonderful ministry that is having considerable Christian impact on some of the world’s most vulnerable orphans. And although Mike has done an excellent job of establishing a fairly broad base of consistent donors (currently comprised of approximately 25 – 30 individuals, churches, and local businesses), they haven’t been able to fully recover from the loss of a donor in 2007 who was providing USD 12,000 per month in support. It is relevant to note that they do have audited financial statements.

Support Sources Annually

Churches (Local & US-‐Based) – Consistent Support USD + 55,000

Individuals (Local & Int’l.) – Consistent Support USD + 42,000

Businesses – Inconsistent Support USD + 44,000

One-‐Off Giving from Above Sources – Inconsistent Support USD + 27,000

Total Annual Support USD + 168,000 (USD + 14,000 per month)

The current cost to run the Centre (all costs included) is approximately USD 240,000 per year (USD 20,000 per month). As such, they are currently running a consistent deficit of USD 4,000 to 6,000 per month. At the point when the USD 12,000 per month donor stopped giving due to financial challenges in 2007, the 5’Cee’s had USD 90,000 in capital reserves built up. As of May 2013, the reserve balance is down to USD 22,000 due to the fact that they’re running a monthly deficit, forcing them to regularly draw down the reserves to cover the cost of the ministry.

It is relevant to note that they are located within the inner-‐city, they have a sizable facility, and 18 full-‐time, paid staff. This results in higher than average costs associated with the operation.

Immediate Needs

• At their current deficit run rate, they only have approximately 4 months’ worth of remaining cash reserves. They are in dire need of attracting new supporters that can provide the USD 5,000+ per month necessary to eliminate the deficit. Notably, this support could be raised in the form of child sponsorship.

• If possible, secure a substantial amount of money to inject back into their reserves, as this will relieve the constant tension and provide some hope for the future.

• A mini-‐bus (new or used) which will cost approximately USD 30,000. The mini-‐bus that the Centre currently owns is used to transport the children to and from school. It is unreliable and is costing the Centre a meaningful amount of money in maintenance costs.

• Funding to upgrade the building through necessary capital improvements.

• Funding to increase salaries of the staff, who are all under-‐paid.

• December and January are their most difficult months because they try to give their staff Christmas bonuses (Mike typically attempts to raise this money separately (outside of the ministry’s general fund), and back-‐to-‐school costs for the children (ie, school fees, uniforms, books, etc).

Expansion Opportunity

Once the current operating deficit is eliminated and additional resources (as referenced above) are provided, there is significant opportunity to expand the ministry efforts of the 5-‐Cs. This expansion potential is in two forms:

1. With sufficient financial resources, the capacity of the orphanage in Hillsborough can be doubled, from its current 42 full-‐time residents to 80+. Simply through utilizing space they already have but cannot afford to fund.

2. Mike has been involved with a local township called Tembisa. It is located approximately 30 minutes from the 5-‐Cs current operation. This is a deeply impoverished community that has been ravaged by HIV/AIDS and there is currently a waiting list of 15-‐20 orphans who are in desperate need to be admitted into the 5-‐Cs. Several of these children include brothers and sisters that they don’t want to separate. However, the public schools around the 5-‐Cs are currently over-‐crowded. This has led to Mike’s current thinking: raise the support to purchase (or rent) a couple of houses in the Tembisa township, and provide two to four full-‐time staff workers to take care of the children until they complete their schooling. After that, they could be transitioned into the Centre, which would be used as a half-‐way house for these children.

Board of Directors

We have not yet obtained detailed profiles of the current board members; however, it is our understanding that the board is comprised of seven members. Mike serves as the Chairman of the board, and the Treasurer and Secretary of the Centre also hold board seats. In addition, there are four other non-‐employee directors. They hold four meetings each year, in addition to a general annual meeting that is devoted to a ministry update for donors. It sounds like the four non-‐employee directors are all “working people” who are members of local churches.


• Committed leadership: Mike and Renu have been faithfully serving the poor and orphaned in this community for over thirteen years (over 30 years in pastoral ministry) out of a deep and abiding love for Jesus. During this period of time, they have also proven to be extremely resourceful in garnering an impressive and diverse base of financial supporters and growing a sizable non-‐profit organization out of a large facility that has already been paid off.

• Sacrificial leadership: Prior to founding the ministry, Mike and Renu held good careers and were enjoying a stable middle class lifestyle. In order to respond to God’s call, they gave up

everything and transplanted their family into an extremely impoverished and crime ridden community to care for children in desperate need.

• The needs of the community are overwhelming, and based upon the ministry’s current financial support-‐base, they are unable to leverage the true potential of their facility and broader ministry operation.

• The initial concern of the IPC leadership team that visited the site in December 2012 was centered around Mike’s health issues (diabetes) and potential issues with succession planning (Mike is in his mid-‐60’s). After further in-‐depth discussion with Mike, it is clear that his diabetes is manageable long-‐term, despite recent diabetes-‐related challenges with his foot. Further, it is also clear that his board has had significant discussion around the issue of leadership succession. In fact, after a broad board assessment, they formally recognized Sarah (Mike’s daughter-‐in-‐law) as the director of the ministry in the event Mike is no longer able to carry out his responsibilities. After all, she has been on staff at the Centre since the beginning and is very experienced in running the operation. She regularly takes full control of running the Centre when Mike travels for fundraising, and when he’s out for extended periods due to recent health issues.

Ubuhlebethemba Community Development (“UBCD”) Soweto, South Africa

(No Website)

Leadership

Buhle and Themba are well known to the IPC community, as they have been ministry partners of the church and have received financial support for the past eight years. They have been in pastoral ministry for the past 17 years in the Soweto township of South Africa (outside of Johannesburg). Buhle and Themba survive their only daughter, Lunga (18), who was tragically murdered by a boy she was dating in 2012. Themba served as the senior pastor of a church in the area for 4 years. Two years ago he and Buhle sensed that God was calling them to relocate to a village in Soweto that the locals refer to as “Bottoms”. It is best described as a squatter camp that is based in old abandoned mining barracks. The label “Bottoms” is fitting because its residents represent some of the poorest in South Africa.

Ministry Context

Soweto is an urban area of the city of Johannesburg, South Africa, bordering the city's mining belt in the south. The early history of African townships southwest of Johannesburg, which would later form Soweto, was propelled by the increasing eviction of Africans by city and state authorities. Africans had been drawn to work in the gold mines that were established in the late 1800’s. From the start they were accommodated in separate areas on the outskirts of Johannesburg. In the early 1900’s British-‐controlled city authorities removed African and Indian residents to an "evacuation camp" in the region. Soweto came to the world's attention in 1976 with the “Soweto uprising”, when mass protests erupted over the government's policy to enforce education in Afrikaans rather than English. Police opened fire on 10,000 students engaged in a marching protest. The rioting continued and 200 people died on the first day in Soweto. The impact of the Soweto protests reverberated through the country and across the world. In their aftermath, economic and cultural sanctions were introduced from abroad. Political activists left the country to train for guerrilla resistance, and Soweto and other townships became the stage for violent state repression.

Soweto was intended to exist only as a dormitory town for black Africans who worked in white houses, factories, and industries. Today, the region is grossly under-‐developed, more than 85% of the population remains unemployed, and deep poverty is rampant.

Compounding the issues, South Africa’s HIV/AIDS epidemic, which is among the most severe in the world, is concentrated in its townships, where many black South Africans live due to the lingering effects of apartheid. A shockingly high number of orphaned children is a severe consequence of the AIDS epidemic in South African townships. Approximately 22% of all children in South Africa, representing approximately 3.6 million individuals, are orphaned.

The Ministry

As previously discussed, Buhle and Themba felt called to “Bottoms” and made the transition two years ago. They serve as incarnational ministers of the Gospel as they live among the people that they serve. They are the senior pastors of a small community church that they established and minister daily to the impoverished people in the community. In addition to Bible teaching and counseling, spiritual mentoring and general guidance, they serve the physical needs of the community primarily through a feeding program that they have implemented. Through the program they feed approximately 200 children (many orphaned, and some leading child-‐led households) four days per week, one meal per day. The cost of the program is approximately USD 600 per month.

Through the IPC leadership team’s visit to Bottoms in December 2012, the level of spiritual authority and trust that Buhle and Themba have established within the community was immediately evident. They serve as a daily, tangible representation of light and truth in an otherwise dark and depressing environment. They spend nearly every waking hour sacrificially leading and encouraging both children and adults in the community to live in communion with God and to work in an effort to better their lives and create opportunity for their families.

The local government recently made the decision to build a public school and other facilities at the Bottoms location. This will result in the necessary relocation of the squatters in the area to a location about 10 minutes away. There are approximately 800 families living in the area. Based upon current estimates, the relocation of the residents will be completed by year-‐end 2014.

Buhle and Themba have identified a parcel of land (approximately two acres) that is located in the middle of the community that the residents will be relocated to. The land will be auctioned to the highest bidder at some point in 2014. The estimated cost to purchase the land is USD 85,000. IPC has already raised USD 35,000 that is earmarked for the purchase, and USD 50,000 remains to be raised. The long-‐range plan is to develop a church and a community center on the site, from which UBCD will formally run the ministry and serve the needs of the people. Notably, through an IPC relationship, we may have access to extremely inexpensive structures that can initially be utilized for these purposes until further funding can provide permanent structures.

A focus on education is one of the core efforts of the ministry. Of the children within the community that UBCD is particularly focused on, approximately 25 are of “primary” school age and 30 are of high school age. The cost of primary school is 170 USD per year and the high school is USD 220 per year, per child. The aggregate cost of schooling for all of the primary and high school aged children is approximately USD 8,900 annually.

Further, there are 11 children that will be graduating from high school over the next three years. Each of these kids have been identified as hard working and have earned grades that warrant admission into university. The cost of university is approximately 3,500 USD per child, annually.

Buhle and Themba are the only full-‐time staff workers that run the ministry. They also benefit from several adults in the community who volunteer time to support the effort.

Current Support Base & Immediate Needs

IPC is only regular donor that supports UBCD. This support includes:

• USD 3,600 per year (paid monthly)

• The IPC Christmas Bazaar: approximately USD 2,000 annually

• Personal support from IPC members: approximately USD 2,000 annually

• Sponsorship program for Daycare: USD 6,000 (this was for 2012 only) They also have two other donors (one local business and a local individual). It sounds as if donations from these sources are nominal, and primarily focused on food costs and necessary auto repairs. Buhle and Themba do not have any additional sources of personal income. Family members are relied upon periodically when needs arise. Needs Over Next 12 Months Land Purchase: USD 50,000

Annual Property Taxes: USD _____ (TBD)

Building Development (Partial): USD 30,000 (rough estimate)

Oven & Stove: USD 1,800

Computers for Learning Center: USD 5,000

Auto Maintenance: USD 5,000 annually

Primary & High School Fees (55 Kids): Government pays school fees Uniforms, Books & Travel: USD ____ annually (TBD)

University Fees (3 Kids in 2014): USD 10,500 annually



Health Insurance for B&T): USD _____ annually (TBD)

Themba’s Social Work Degree: USD 3,500 annually

Total USD 133,800 (USD ______which is an ongoing annual need)

Board of Directors


Documents

IPC’s “Project Africa” - 02b4b00.netsolhost.com02b4b00.netsolhost.com/docs/pa/0_ProjectAfrica_Overview.pdf · IPC’s “Project Africa” June Aug Oct Dec Feb April June May