One of the hallmarks of our denomination is the support for global mission that Presbyterians have demonstrated for over a century. In Africa, some of the oldest and largest health care facilities were founded by the Presbyterian Church. In many parts of the undeveloped world, church-supported health programs are the only accessible, affordable source of preventive measures and treatment for people in poor and remote areas. The long tradition of financial support by Presbyterians has allowed these programs to continue their history of service. In recent years, Presbyterians increasingly want to go beyond financial support for an overseas mission project-they want to DO something tangible and in person.

During the past decade, more and more Presbyterian churches have sent teams of church members to provide "hands-on" assistance to the health programs of our global partners. As more and more Presbyterians "catch the passion" for overseas missions, the International Health Ministries Office has been called on to facilitate congregations' mission experiences with helpful advice and guidance.

Is your congregation or Mission Committee considering an overseas mission activity? Whether the focus of your trip is health-related or intended to address other areas of need, thoughtful discussion of the points below can help you plan for a meaningful and successful trip:

1. Never do for people what they can do for themselves, else a pattern of dependency will be quickly established.

2. Do things with people, not for them. An appropriate role is to help people learn things about themselves as a community, as well as developing technical skills and exploring new options.

3. Let people do things in their own way. The people must have ownership in the project for it to survive; it has to be "their" project. Let them develop their own leaders; this is part of the learning experience.

4. Think long-range. Can the project be sustained over the long run by the community itself? Can it adapt to changing political and economic situations? What happens when you leave?

5. Develop community; not programs or institutions. People grow and build trust by working together. Activities should be learning experiences and build a sense of community.

6. Keep it simple. Many projects fail because they expect too much too quickly. Be realistic in your expectations; after all this is a new experience for the community and things which they learn from the experience may be more important than the outcome of the project itself.

7. Start small. As the community and staff build expertise, then they can handle larger responsibilities and more complexity. Many programs fail because they overwhelm staff and demand more than they can give.

8. Keep projects low-risk so there is a greater probability of success. Failures should be seen as learning opportunities and not as disasters. Don't expect perfection in people.

9. Model the behaviors and activities which you seek to transfer. Stay away from high-tech methods if simpler, less expensive solutions are available. Use appropriate levels of technology.

10. The ideal role is to be a facilitator, helping the community and staff develop a vision, obtain resources (locally, to the extent possible), and implement their programs.

11. Be positive. Reinforce the successes and celebrate the accomplishments. Admit the shortcomings and failures, but don't focus on them.

12. Be patient. Integration of knowledge and the building of skills take time. Encourage change, but don't push too hard; the learning process is as important as the product.

With these principles underlying your mission objectives, your planning process may include answering the questions below as they apply to your project:

1. Who will ultimately benefit from the program and are they involved in planning and implementing it? Will all members of the community benefit from the project?

2. Is there a management committee for the program and is it made up of community representatives who have a stake in the project?

3. Does the community have the ability to plan, implement and operate the program? Do they have the management and financial skills to keep things moving along smoothly?

4. Where will the budget come from for recurring operating expenses, such as staff salaries and office supplies?

5. Can the community attract and retain qualified professional staff, both professional and administrative?

6. Where will equipment come from and who pays for it? Are spare parts and servicing locally available? Who is responsible for maintenance?

7. Is there a local source of equipment and supplies?

8. How is the local church(es) involved in the project?

9. Is this really the best use of resources? Does the program address basic social economic and health needs or would the funds only address symptoms symptoms?

10. Does the program improve conditions for the poorest elements of the society? Does the program I society? Does it increase the planning and management capacity.

11. Is the program the most appropriate response to the health, social and economic needs of the community?

1. What are the legal requirements to practice medicine or delivery specialized services?

2. Who holds the liability for the medical mission team's activities?

3. Are direct services necessary and appropriate?

4. Is adequate medical technology available?

5. What services are available for referring patients?

6. What provisions are available for monitoring patients as a follow-up to care?