Would you find it difficult to convince a board or a church treasurer that you need some specialized help? There are several reasons why you can afford to bring in a competent, skilled church consultant.

1. Rather than ask if you can afford a qualified consultant, the better question is can you afford not to work with a consultant?

Has the ministry reached a point where it is seriously at risk? Are you at a place where you need the expertise of a specialist—after r all you cannot know it all? Are you “stuck” or facing a daunting growth challenge, and the future of the ministry is “hanging in the balance?” In these cases it is likely that the future of the ministry rests with a wise decision to bring in outside help, such as a biblical Jethro or Paul.

2. Good consultants should more than pay for themselves.

An aspect of the consultant’s work should address the church’s finances. The expertise of consultants here should increase the church’s income enough to more than cover their own remuneration and expenses. We at the Malphurs Group address financial issues such as the implementation of biblical stewardship programs and additional, alternative sources of funding. The long-term effect of such programs, along with renewed spiritual vigor, is to substantially increase giving and thus the church’s income.

3. Often there are people in the church willing to underwrite the cost of a consultant.

Initially most look to the church to cover the costs of a consultant. Have you thought about approaching an individual or several people with the gift of giving and asking for their help? Still another option would be to ask them to match what the church pays for consulting.  James says that you have not because you ask not. Who in your congregation might you ask to “step up to the plate” and cover these expenses for the church’s sake?

4. Remember that you get what you pay for.

Perhaps you have discovered this truth in the business world. The same holds true in the world of church consulting. Each consultant varies in terms of his qualifications. Some are very gifted with tons of experience, while others should not be in the consulting ministry. Most often you can tell the difference by their costs. Usually a good consultant will cost more, much more, than a mediocre one. And you have to ask if you are willing to entrust your church to mediocre. That’s important to keep in mind when you shop church consultants.

5. If you are a smaller church and find that your finances are too thin to bring in a consultant, then consider combining with another church or two in your community and sharing the experience.

You could meet and plan together with other churches, sharing a consultant and the expenses. This way what may have seemed unaffordable becomes affordable and available, and you have multiple Kingdom impact in your community. Another option is the Malphurs Group offsite training that costs less. (See the Web site for more information.)

6. The cost for consulting must not be the major issue. 

Often church’s that inquire about consulting first ask about the cost. This is a question that must be asked, but it shouldn’t be the first question. For example, if you were struggling physically, you would make an appointment with your doctor. Suppose that he told you that you had cancer, and he recommended three doctors (oncologists). Would your first question be: who is the cheapest? Then why do we do this with our churches when they are struggling spiritually?

7. Finally, when it comes to the bottom line, a good church consultant is more cost effective for the ministry organization. 

The question is which is more cost efficient, using a consultant or hiring a new staff person?  Hired staff requires a regular paycheck along with other benefits such as a health package, retirement, and possibly a severance package. However, consultants serve you much as another staff person without the additional overhead. They work with you on an as-needed basis. The ministry has the benefit of an additional, specialized staff person without all the added financial overhead that comes with new staff.