In this case study, you will delve into a challenging decision faced by Bright Star Ministries, a youth-focused ministry in East Africa. Read through the case study and answer the questions that follow.
Imani felt more like the ringmaster of a three-ring circus than a ministry board chair. The meeting started off calmly enough but over the course of the past hour, the nature of interaction had moved from discussion to debate. Bright Star Ministries (BSM), headquartered in Nairobi, was a highly effective youth ministry focused on high school and middle school kids throughout several countries in East Africa. It was modeled after Young Life-USA but their methodology and strategy reflected the culture and resources available in the East African context. Since its founding in 2004, the ministry had established itself in five countries (Kenya, Uganda, Tanzania, Zimbabwe, and Zambia).
Like Young Life, a key element of the program was summer camps. They currently have three situated in Uganda, Kenya, and Zimbabwe with plans over the next few years to build the fourth in Zimbabwe. Their mission was straightforward and focused: To partner with local churches to reach middle and high school students in their areas for Christ and to grow them in their faith. Last month, a major donor, Barasa Chege, reached out with an interesting proposal.
Chege, a well-known businessman, also sat on the board of a Christian college situated in the southeast suburbs of Nairobi. The school had been built by a Western denomination nearly 70 years ago. In its more successful days, nearly 400 students attended, but over the past 10 years, enrollment declined dramatically. Last year, just over 117 students were in attendance. The trustees had decided to close the college and sell the property.
Chege and several other mission-minded board members convinced their colleagues to gift the assets and property to a deserving ministry rather than to sell it for commercial purposes. Because of their ministry reputation and stress on camping, BSM was at the top of the list. The initial reaction of a few BSM board members when they heard the of the offer was, “Wow! God is good. An intact campus worth nearly €6 million! This is a game changer!”
A special board meeting was called and because the only agenda item was the gift, all assumed it would be a very short meeting.