FOL - Organizational Structuring Manual

7/30/2019 FOL - Organizational Structuring Manual

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FOUNTAINOFLIFEMINISTRIES

2012

ORGANIZATION

STRUCTURINGRUWACH CONSULTING GROUP

B R I N G I N G D I V E R S I T Y T O L I F E


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FOUNTAIN OF LIFE MINISTRIES

ORGANIZATIONAL STRUCTURING

Summary of Meeting October 6, 2012 with Pastor Neil & Pastor Gwen

Discussed Worship Team training and some notable issues with protocol

Discussed having and Organizational Structure for the church

Need job descriptions for each area of leadership and direction for each department

Discussed Camp for 2013 with Ripple Effect as Facilitators

Discussed cost and needs for camp

- Food and possible subsidy for campers

Discussed theme and outreach

- Theme: Draw The Line dealing with Music, Relationships, Leadership, etc.- Community Outreach Event(s): Prayer Walk and Health Clinic

Vision, Mission and Values Statements

Having each of these three statements for your organization helps to guide your people and key

stakeholders towards understanding why you do what you do, how you do it and at what standard you

will do it. It gives everyone focus and acts as a measurement tool to view progress and keep everyone

on track.

Ive included an article that helps to understand what each of these statements are and how to write

them. Because of the length of the article, Ive left out the section on how these three statements are

used within your organization. To view the entire article, go to:

http://www.help4nonprofits.com/NP_Bd_MissionVisionValues_Art.htm
http://www.help4nonprofits.com/NP_Bd_MissionVisionValues_Art.htmhttp://www.help4nonprofits.com/NP_Bd_MissionVisionValues_Art.htmhttp://www.help4nonprofits.com/NP_Bd_MissionVisionValues_Art.htm


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3 Statements That Can Change the World:

Mission / Vision / Values

by Hildy GottliebCopyright, Hildy Gottlieb / ReSolve, Inc. 2007

Does your organization have a Mission Statement? You probably do. How about a Vision Statement? A

Values Statement?

If you do not have these three statements, or if you have them but are not using them to guide your

organization's work, you are missing out on some of the simplest and most effective governance tools

you could find. These statements of your Vision, your Mission and your Values can define and guide your

organization's ability to create the future of your community!

Vision vs. Mission

We can't really begin the discussion of the Vision Statement and the Mission Statement without first

addressing the semantic difference between the two. Get 10 consultants in a room, and you may get 10

different answers to just what that difference is!

To distinguish between Vision and Mission in our own work, we have defaulted back to the plain English

usage of those words. And the simplest way we have found to show that difference in usage is to add

the letters "ary" to the end of each word.

VisionARY

MissionARY

We certainly know what those two words mean. A visionary is someone who sees what is possible, who

sees the potential. A missionary is someone who carries out that work.

Our favorite example of this everyday usage is Jesus of Nazareth. Jesus was a visionary. He saw the

potential, the possibilities for making life better. His missionaries carry his work and his words to the

world, putting his vision into practice.

Your organization's vision is all about what is possible, all about that potential. The mission is what it

takes to make that vision come true.

Vision Statement

What It Means. How To Write One.

Vision StatementIf your Vision Statement is a statement of what is possible, the picture of the future you want to create,the critical question for a Community Benefit organization is then, "Vision for whom? For what?" From theperspective of your organization's ability to accomplish as much community impact as possible, now andinto the future, the only answer can be that your organization's vision is for the future you want to createfor the community you wish to impact.


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An effective Vision Statement will therefore tell the world what change you wish to create for the future ofyour community. Our vision is a community where _______________. Our vision is a community that_______________.

Given that this sector is all about changing our communities and our world, I am amazed that thecorporate version of a Vision Statement is still taught in this sector. But conference presenter after

conference presenter continue to teach that "Your organization's Vision Statement is the picture of thefuture you want for the organization."

In a for-profit company, that definition of a Vision Statement makes sense. Self-perpetuation is what sucha company is meant to do - to keep creating profits, long into the future, for those who own that company.

But when the purpose of an organization is Community Benefit, its vision must be for the community, notfor itself.

When an organization's Vision Statement focuses on the organization itself, we end up seeing VisionStatements like this one, which falls into the "We couldn't make this up" category.

A crisis nursery for abused and neglected children showed us the Vision Statement they had posted in

their lobby. It read, "Our vision is to be the most effective crisis nursery in the state."

For those of you who have heard me speak about this from a podium, you know this is the point wheremy voice raises three octaves and I cry, "NO!" The ultimate vision, from the community's perspective, isnot that the community has an incredible crisis nursery, but that they not need a crisis nursery! The visionfor what is possible is a community where children and their families are safe!

We can only create significant improvement in our communities if our vision is about exactly that - thedifference we want to make, the dream of our communities' highest potential.

Your Vision Statement will therefore answer the big question - WHY are you doing what you are doing?You are doing it so you can create a community that is better than the way things are now. You are doingit so that individuals' lives will be better, so that everyone's lives will be better. Your Vision Statement will

create that context. It will tell where you are heading.

So, for your organization's Vision Statement, fill in this blank:

Our vision is a community where

________________________________.

or

Our vision is a community that

__________________________________.

Example:

At the Community-Driven Institute, our vision is a

vibrant, healthy, compassionate world.

Use the working copy template to write your Vision Statement in Appendix I.


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Mission Statement - What It Means. How To Write One.

Mission StatementLike the Missionary, your Mission Statement will turn your vision into practice. The Mission Statement isthe one that will actually do the work.

Again, it is easy to see what the Mission Statement needs to do if we go back to plain English usage.Consider the phrase "mission accomplished" - the work is done. Consider the phrase "missionimpossible" - the job cannot be done. The mission is the doing part - it is what you will do to bring thatvision to reality.

And while it is powerful to talk about the work you do, it is more powerful to talk about it in the context ofwhy you are doing that work - your vision for making your community an amazing place to live.

As you craft your mission statement, then, consider starting with your Vision Statement as the lead-in toyour Mission Statement:

Our vision is a community where ________________. To bring that vision into

reality, we do ______________________.

To expand on the practical part of your Mission Statement, you might add where you do your work, andfor whom, to further describe what you do.

Our vision is a community where ________________. To bring that vision into

reality, we do ______________________________ for ________________ in the

___________ region / area / township / etc.

Mission Statements should not be flowery and overblown. If it is taking a committee 6 months to rewriteyour Mission Statement, the resulting Mission Statement will likely be bad. Keep it simple simple simple!

I am not a fan of the thinking that says "Your Mission Statement should fit on a Tshirt." That is a slogan,an ad campaign. Perhaps if you are Coca-Cola that might make sense. For the work we do in this sector,we don't need to be snazzy. Just tell folks what you do, and why you are doing it.

Examples:

One of our favorite mission statements is that of the DiaperBank we founded.

The Diaper Bank's long term vision is a community

where everyone's basic needs are met. To accomplishthis in the short term we provide diapers to needy

populations. To effect long term community

improvement, we work to increase awareness of theissues facing vulnerable populations.

The mission statement of the Community-Driven Instituteis:

Our vision is for a healthy, compassionate, vibrant

world. Our mission is therefore to ensure the CommunityBenefit Sector has practical tools for accomplishing


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those visionary ends. We do this work by convening,engaging, mobilizing and supporting the sector, to

ensure we all have the means to make our world anamazing place.

Use the working copy template to write your Mission Statement in Appendix II.


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Values Statement What It Means. How To Write One.

Values StatementWhether written to be effective or ineffective, Mission Statements and Vision Statements are relativelycommon in this sector.

But that is where most organizations stop. Vision and Mission. Statements of where we are headed, andwhat we will do to get there.

It is the rare organization that takes the time to then define HOW they will do that work - the talk they wantto walk.

The only way we can create an amazing future for our communities is if we do our work in a way thatreflects universally shared values. This ensures we do not squander our time and resources rationalizingour actions, and it helps ensure we are not potentially squandering our community's goodwill.

Further, if your goal is to create the future of your community - the lofty goals of your vision statement -then you will want to ensure your work reflects the values you want to see in your community.

A Values Statement provides the tools for the organization to accomplish that. First, the Values Statementwill look outside the organization, to the visionary outcomes you want to create for your community.

What values will need to be present in the community for your vision to come to pass?

What values would the community need to emphasize? What values would have to be thenorm?

From there, your Values Statement will look inside, to see how your own work will model those values, toteach those values by example.

How will your work reflect those values?

How will you ensure you are modeling those values to the community?

When you have a tough decision to make, will you always err on the side of those values?

Fill in the blank: We always want the community to be able to say __________ about theway we do our work.

Most boards we encounter have never talked about these issues.

The rare few who do indeed have a code of values - a Values Statement - may point to the sign on thewall in the lobby, to prove they have such a thing. But in practice, they have no mechanisms for ensuring

their stated values are used in their work. They have no way of translating the sign on the wall into thedecisions they make and the actions they take every day.

That is the power of what a Values Statement can do. It will not only tell the world outside and inside theorganization what talk you want to walk, but it can give you the tools for measuring whether or not you areindeed walking that talk!

When we begin talking with organizations about creating a Values Statement, we get mixed reactions.


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One of the most common reactions is, "We don't need this. We already know what our values are."

When we ask a few key questions, though, it becomes clear that while everyone on the board believesthey have a shared core of values, in fact, each board member simply believes, "Everyone here sharesmy values!"

One of the other common reactions we get when the issue of "values" is raised is that a discussion ofvalues is little more than "Touchy Feely mumbo jumbo," with no real practical application to the work theorganization does.

And again, the truth is directly opposite of that. Boards face values-based dilemmas at the board table allthe time - they just don't recognize them as such. Any time the board is faced with the question of "Whatis important here?" that is a values-based decision.

Are there groups from whom it is not ok to accept donations?

What kind of employee benefits package should we offer?

When a board member betrays a confidential matter, what should we do?

When we've outgrown our rental space, should we buy a building and potentially go into debt, orjust lease more space?

These questions (and a thousand more lined up behind them) all pivot on values issues. Any discussionthat focuses on the question, "What's more important - this, or that?" is a discussion of values. Andwithout prior discussion of what values will guide decisions, each of these discussions has no context forthe decision.

And while all these issues are important reasons for addressing core values in the form of a formalstatement, the most critical reason is this:

Absent a values-based context for decision-making, groups are more likely to default to fear-baseddecision-making when things get tough. And those fear-based decisions are more likely to cross the verylines we would have agreed we would not cross, had we talked about those values in the first place. Theonly defense against making fear-based decisions you may live to regret is to have discussed core valuesahead of time.

Your Values Statement will start with your Vision and Mission, and will then talk about how you willensure that work is done to model the behaviors you want to see in the community.

Example:

Again, the Diaper Bank's Values Statement - itsworking credo - provides a touchstone for decision-making at that organization. To see that document, seeAppendix i.

To see the Values Statement of the Community-Driven

Institute, see Appendix ii.

Use the working copy template to write your Values Statement in Appendix III & IV.


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FOUNTAIN OF LIFE MINISTRIES

ORGANIZATIONAL CHART

Notes:

Names shown are possibilities of persons who are already functioning in a particular area or that could possibly function in that area. Pastors report directly to the Senior Pastor.

Pastors are placed to oversee a particular area(s) that has a Director or Coordinator that reports directly to that Overseeing Pastor.

Directors/Coordinators, with the assistance of their Overseeing Pastor are responsible to develop teams for their department.

Pastors Neil & Gwen OsborneSenior Pastors

Pastor Stanley

HadleyPrayer / Bible Study

Sis. AnnieBible Study

Coordinator

Pastor Keisha

HadleyGuest Services

Sis. Lorna

Hospitality

Coordinator

Denrick

Usher

Coordinator

Pastor Gavin

SparmanEvangelism /Youth

Br. RodletMens

Director

AndreaYouth

Director

Pastor Tamika

SparmanWorship / Womens

JudyMusic

Director

TessaWomens

Coordinator

AbigailAdministrator


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POLICIES & PROCEDURES

What is a Policies and Procedures Manual?A Church Policies and Procedures Manual is a reference guide to the functions and operations of the

church. It lists routine duties and answers questions that arise as duties are performed. The procedure

section gives step by step instructions for performing each task.

What Is A Policy?A Policy is a statement that defines the authority required, boundaries set, responsibilities delegated,

and guidelines, established to carry out a function of the church. In other words, policies tell who does

the task, why it is done, and, under what conditions it is done. Policies answer questions that arise during

unique circumstances.

Policies provide uniform treatment of a situation, thus achieving continuity of operation. Policies take

personalities out of the picture. Decisions are based on the church policy not on the individual, and each

situation is treated the same.

What Is A Procedure?Procedures tell how a task is done. A detailed listing is made of each step taken to complete the process.

A step by step description of the process is used to complete the job.

This section should include:

Church Calendar Scheduling

Regular Meetings for Organizations

Financial Policies and Procedure

Wedding Policy

Medical/Permission & Release Form

Committee Policies and Procedures

Individual Committee Responsibilities

Finance Committee

Youth Ministry Committee

Church Ushers Committee

Pastoral Counseling

CONFIDENTIALITY

Below is an example of a Confidentiality Policyfrom Kings Church, Beverleyand a Covenant of

Confidentiality from Cornerstone United Methodist Church. Confidentiality is a major concern in the

church that has both ethical and legal implications. It also give those that you minister to a sense of

security that they can trust that what they have shared with anyone of your leadership will be kept

confidential.


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Example 1

CONFIDENTIALITY POLICY FOR KINGS CHURCH BEVERLEY

King's Church Beverley is committed to maintaining high standards in the area of confidentiality. This

policy is designed to safeguard the rights to privacy and confidentiality of information of those people

who have contact with King's Church Beverley. This policy document gives guidelines on the

maintenance of confidentiality and explains the circumstances where disclosures may be necessary. All

paid and voluntary workers are expected to abide by this policy.

General Guide-lines

The general rule is that information isn't shared without the consent of the individual concerned.

However there are some situations defined below where information will be shared further.

Confidentiality between church members and group participants

It is expected that personal information disclosed in small groups should not be discussed outside the

group. Church members should avoid "gossiping" about others and should not discuss information

about another person with others.

Pastoral Care

The church exercises pastoral care towards the members of its congregation. This obviously involves

talking with people about their lives and the lives of their friends and families. In the normal course of a

pastoral conversation, confidential information will be shared. The general rule is that all such

information should be kept between the church member and the person offering pastoral care. If the

"pastoral person" wants to share this information with others, he/she should ask for permission before

doing so. However if it is clear that someone's behaviour is negatively affecting another person in the

church, the issue should be discussed by the Church Council. Issues relating to doctrine, involvement in

church activities and breaches of or concerns relating to the Morality Policy will also be considered by

the church council.

Instances where information may be passed on

* If the client/church member has done or intends to do serious harm to themselves or others, or if they

pose a significant risk to others within the church or the wider community, we have an obligation to

take the matter further.

* In cases where there are concerns relating to the abuse or neglect of children, our child protection

liason officer will be informed, and will take the necessary action. The statutory authorities may be

involved. These instances are outlined in more detail in our Child Protection Policy.

When joining King's Church

Anyone is free to come to King's Church's meetings as a visitor. We believe that it is the role of the

church to make every person that comes feel welcomed and valued, irrespective of their life-style,

existing church membership, marital status or their doctrinal beliefs. We will not disclose to others the


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identity of those who come to our meetings without the prior permission of the person involved,

including to the leaders of any other church that the person may have been involved in before.

When leaving King's Church

When a church member decides to leave King's Church and joins another church, the Minister may

make contact with the other church. This will especially be the case if the person has left because of a

difficulty, a dispute, for moral or doctrinal reasons.

Working with Other Agencies and Churches

Where a church member is having pastoral or medical care by others, or is receiving counselling from

another organization, there may be some sharing of information where it is deemed appropriate and

beneficial to the person involved. The church member/client will be informed of any such sharing of

information.

Example 2

Cornerstone United Methodist Church "Covenant of Confidentiality"

Note: This policy shall not infringe upon the United Methodist Constitution or the principles of fair

process contained in the Book of Discipline. In the event of any conflict between this policy and the

Constitution or Discipline, the provisions of the Constitution or Discipline shall prevail.

The following covenant was duly adopted by unanimous vote of the Committee on Staff Parish Relations

at a duly-called meeting on the 16th day of February, in the Year of OurLord 2006.

The church exists, by God's grace, as a community of mutual trust;

and Grave damage can be done to persons through the divulging of confidences given in trust to

those church officials or committees charged with responsibilities, that may involve dealings with issues

of the most personal type; and

The church as a community of trust can be damaged when confidences are violated; and

The effectiveness of church officials and committees, themselves, is greatly diminished when they do

not keep faith with mutual understandings of confidentiality; and

Our Scriptures expressly forbid the spreading of gossip and slander and the betrayal of confidences;

and

There are also legal implications at stake with regards to the handling of privileged and confidential

information by church officials and committees;

In consideration of the above premises, the

____________________________________ Committee of Cornerstone United

Methodist Church hereby agrees, individually and severally, to respect the right

of privacy of the pastor(s), church employee(s), or church member(s) for whom the Committee has

responsibility, and strictly maintain the confidentiality of all information shared of a personal, sensitive

nature; whether presented verbally or in writing in the course of these meetings;


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The ____________________________________ Committee of Cornerstone

United Methodist Church further agrees that no disclosure of any such confidential information shall be

made except by the designated spokesperson of the Committee in accordance with, and by the

authority of, a written vote of consent by the majority of the members of the Committee on Staff Parish

Relations.

Signatures of Committee Members

Pastor Signature (if a member of the committee): __________________________ Date: _______

Committee Members: ___________________________, Chairperson

_______________________ ________________________ _______________________

_______________________ ________________________ _______________________

_______________________ ________________________ _______________________

_______________________ ________________________ _______________________


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EXAMPLE JOB DESCRIPTION

ADMINISTRATOR / ADMINISTRATIVE ASSISTANT

Example 1

DUTIES AND RESPONSIBILITIES:

The ideal candidate for this position must possess a pleasant personality and be able to keep

confidences. Due to the nature of some church business, the individual serving as the administrative

assistant must be discreet with the business of the church office. He/she must dress in appropriate

business attire and project a professional image at all times. In addition, the following duties will be

required:

A. The administrative assistant shall greet and direct all persons who come into the church office.

B. The administrative assistant shall answer all incoming phone calls on a multi-line telephone

system and page the appropriate persons including: senior pastor, music director, youth director,

volunteers, child care director, and other employees.

In addition, the administrative assistant will program the telephone system after power outages

and telephone for repair when needed.

C. The administrative assistant shall publish the church bulletin.

1. Gather the appropriate information and verify for accuracy

2. Type and proofread the bulletin

3. Print, fold, and distribute the bulletin

D. The administrative assistant shall publish the church newsletter

1. Gather the appropriate information and articles for publication in the newsletter2. Type and proofread the newsletter

3. Edit the newsletter

4. Print, fold, and mail the newsletter

E. The administrative assistant shall supervise financial/clerical assistants

1. Train financial and clerical assistants in the use of all office equipment

2. Insure that financial records are maintained, kept current, and are accurate

3. Insure that financial records and reports are prepared and on time

4. Insure that financial records are readily available for audit purposes

5. Insure that contribution statements are correct and mailed on time.

F. The administrative assistant shall supervise the church custodians

G. The administrative assistant shall process church correspondence1. Send notices to committees as directed

2. Assist ministers in the preparation and mailing of correspondence

3. Send letters, small newsletters, cards, etc., as directed by various committees, Sunday school

teachers, members and church organizations

4. Receive and distribute incoming mail and deliveries

5. Compose, draft, and type correspondence as needed

H. The administrative assistant shall maintain the church calendar


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1. Schedule meetings and meeting rooms for various committees, organizations, etc.

2. Schedule the use of church buses

3. Schedule weddings, receptions, funerals, etc.

I. The administrative assistant shall maintain accurate church membership records

1. Keep membership records up-to-date utilizing computer, card file, and permanent membership

books

2. Draft and mail requests for church letters of transfer

J. The administrative assistant shall coordinate and direct volunteer help (average 10 weekly)

1. Prepare newsletter mailings

2. Assemble booklets and other training materials

3. Run the copier and the folding machine

4. Enter attendance on the computer database

5. Type newsletter

6. Answer the telephone and serve as receptionist

7. Cover the office when necessary

K. The administrative assistant shall assist less fortunate persons in need

1. Determine if an individual is eligible for benefits provided by the church

2. Pick up food at the Food Pantry and arrange for persons to pick-up deliveries3. Direct persons to organizations established to help those less fortunate

4. Call ROSM and give necessary information in order to assist the less fortunate

L. The administrative assistant shall work with all staff in a team effort

1. Train program staff in the use of office equipment and computer software

2. Assist staff in any way that is necessary for church and programs to function efficiently

M. The administrative assistant shall order supplies as needed

1. Office supplies (order and maintain inventory)

2. Educational and worship supplies

3. Kitchen supplies and soft drinks

Example 2

QUALIFICATIONS

SPIRITUAL

Must be a born again believer who has placed his faith and trust in Jesus Christ as personal

Savior and Lord and show evidence of mature faith.

Must seek to be an example of his own family as husband and father (if applicable).

Must maintain spiritual qualifications consistent with being a spiritual leader according to 1

Timothy 3 and Titus 1.

Must support the vision, mission, ministry, statement of faith, and core values of the church.

Must demonstrate an attitude of service to the body of Christ, viewing this position as not only a

job, but a ministry.

PROFESSIONAL AND MANAGERIAL

Punctual and dependable.


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Strong verbal and written communication skills.

Commitment to maintain confidentiality regarding church records, ministry situations, etc.

Experience in recruiting and motivating volunteers, communicating project goals and positively

encouraging volunteers toward fulfillment of stated goals.

Excellent organizational and time management skills, and the ability to prioritize and multi-task

in a deadline-oriented environment.

Ability to deal with issues positively, finding effective solutions or seeking assistance as needed.

Ability to work efficiently, effectively and independently, as we as in team-based settings.

TECHNOLOGY

Computer skills should be current with a basic understanding of desktop maintenance

procedures, computer networks, database management, and printer and copier maintenance.

Knowledge and proficiency with Microsoft Office (Outlook, Word, Excel, and Power Point).

JOB RESPONSIBILITIES

The Office Administrator and Pastoral Liaison will ensure effective and successful operation of the church

office in regards to personnel and resources in order to keep the ministries of Occoquan Bible Church

operation smoothly.

OFFICE STAFFING AND RECEPTION

Administer and maintain a volunteer team to keep the church office open and functioning

during weekday business hours.

Process incoming/outgoing mail and packages.

Receive visitors (phone and door) to office and respond to their needs.

OFFICE ORGANIZATION

Maintain the master church calendar.

Maintain an Office Procedure Manual that is up-to-date and easily accessible to others should

to be needed.

Keep printed materials current and accurate (church brochures, forms, applications, etc.) and

develop materials as needed.

Prepare and oversee office budgets.

Provide uninterrupted support of office operations by ordering supplies as needed.

RECORDS & BOOKKEEPING

File committee minutes, reports, and official church records and documents.

Create and maintain an electronic archive of all past records.

Maintain personnel records on all personnel, pastoral and support staff.

Oversee and administer insurance needs for personnel and property.


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Maintain and update background checks for all volunteers and staff who work with minors.

Coordinate with office staff to maintain records of business transactions.

Oversee deposits, records of giving, and other financial records, including year-end statements,

end of year personnel tax statements, 1099 statements, automated giving (ACH), bank

reconciliations, credit card activity reconciliation, etc.

OFFICE TECHNOLOGY

Maintain and update computer hardware, software, office equipment, maintenance contracts,

and phone systems.

Manage Wi-Fi network security and access.

Maintain system backups and cloud file sharing.

BUILDING AND FACILITIES

Oversight of OBC Facilities Manager.

Coordinate facilities calendar with Facilities Manager.

Coordinate special event scheduling (i,e, weddings, receptions, funerals, conferences,

workshops, etc.)

PASTORAL LIAISON RESPONSIBILITIES

Assist pastoral staff as needed and coordinate with lay Elders to minister to the needs of the

congregation.

Coordinate hospital visits, family emergency needs, etc.

Act as point of contact for benevolence requests.

FRONT DOOR MINISTRY

Maintain the front table, guest window, and ministry center.

Track church attendance for worship services and classes and maintain electronic records.

Coordinate assimilation of new families (membership, baptism, church orientation, guest

window).

Process membership applications, assign interviews, and track to completion.

CHURCH COMMUNICATIONS

Press Releases Marketing and Advertising

Website and Social Media

Email Communication

Printed Publications (bulletins, mass mailings)

Correspondence


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WORSHIP DIRECTOR

Example 1

General Role:

Personally lead and participate in worship services.

Oversee and coordinate worship teams, praise bands, the Technical Ministry team, as well as all other

elements necessary for the production of corporate worship events.

Identify, train and utilize quality leadership from the congregation in worship.

Organize and oversee soloists, ensembles, choirs and other types of music in corporate worship.

Shepherding and Leading

The position is a pastoral position and therefore requires that the individual be able to serve not solely

as the worship leader, but also as a shepherd of the hearts and spirits of all who serve in worshipministries.

The Worship Pastor will not only be concerned for musical excellence to Gods glory, but will realize

that God looks first at the heart, and will seek to develop his team as a group of authentic worshippers

themselves before they seek to lead others in worship.

The Worship Pastor will also share the pastoral tasks, as needed, such as teaching, counseling, etc., as

part of the leadership team.

Accountability

The Worship Pastor will report directly to the Senior Pastor and work with and in mutual submission to

the Elder Board. The Worship Pastor will also serve as a pastoral partner with the church leadership, participating in

overall ministry planning, as well as other tasks in keeping with his gifts and passions.

Qualifications

Character: The Worship Pastor must meet the Biblical qualifications for an Elder/Pastor as listed in 1

Timothy 3, Titus 1, and 1 Peter 5.

First and foremost, he will profess Jesus Christ as Lord and Savior and demonstrate the fruit of a Spirit

controlled life.

He will be a man who consistently displays godly character and leadership demonstrated in his

interaction with the congregation, in his relationships with the pastoral team/staff and at home. Hemust be willing to acknowledge personal weaknesses; demonstrating humility by a desire for continued

personal growth.

He will teach and lead the congregation in worship by example as a true, authentic worshipper

himself. His inner spiritual life reflected in a lifestyle of worship will be his primary qualification to lead

his team and the congregation as a whole.

He will be a godly, servant leader with strong biblical and theological understanding who, as a good


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manager and communicator, can contribute to the churchs larger mission beyond his specific worship

ministry. He will have skill and experience as a team builder who will mentor and empower others to

grow.

He will be a man who loves and enjoys people. He will exhibit a shepherds heart in his concern for and

interest in the congregation.

Skills:

Ability to lead people into worship.

Strong vocal skills.

Experience with or oversight of musicians, ensemble, worship teams, choir and drama.

Understanding of and ability to explain musical theory as it applies to worship environments.

Proficiency with guitar and/or piano.

Knowledge of audio systems and related technical operations.

Doctrinal Beliefs: Believe, affirm and accept the doctrinal statement of Faith Community Church.

Example 2

A faithful worship leader magnifies the greatness of God in Jesus Christ through the power of the Holy

Spirit by skillfully combining Gods Word with music, thereby motivating the gathered church to proclaim

the gospel, to cherish Gods presence,and to live for Gods glory. (Sovereign Grace Ministries)

Qualifications and skills:

Must be a growing Christian, deepening his personal relationship with Jesus Christ and modeling

this to others. This means a regular commitment to Bible reading, prayer, and sanctification as a

Christian in all of life.

Must have a firm understanding and identity in the Gospel of Jesus Christ.

Must have a theological mindset that allows discernment on evaluating songs in light of the

Gospel.

Must have a desire & adequate musical talent to lead the congregation and the team while

having a desire to continue growing in that talent

Must have a humble heart, willing to be last as a servant and to hear constructive feedback.

Must posses basic computer skills (e.g. word processing, music formatting)

Must be growing in elder-like in character, knowledge and skill. (1 Tim 3)


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Tangible objectives

Regularly participate in leading worship music at our gatherings on Sundays and at other events

from time to time.

Pioneering a worship team by searching out and encouraging those in the Body with musical

gifts.

Developing and overseeing the area of worship ministry at Grace (the purpose, plan, product,

and people)

Select song sets with pastor for Sunday worship that are Gospel centered and Christ exhalting

Creating, implementing, and overseeing a tryout procedure to form the musical groups that will

be leading worship

Overseeing (Pastoring) the Worship team(s) included but not limited to their rehearsals, musical

development, commitment to excellence, spiritual growth and development, and teaching

philosophy of worship

Observing, reading about, and conversing with other successful worship leaders to continue

growing

Engaging missionally and seizing opportunities to use music gifts to reach the unchurched

musicians in Bend.

Help in oversight and coordination of other areas related to worship (sound, lights, creative arts,

etc)

Experiencing a general overview of all other areas of ministry.

Atmosphere desired.

Leading our Church body into genuine worship.

Worship teams feeling supported, trained, valued, and cared for.

Worship kept vibrant by renewed vision, various forms and formats, and genuine worship from

up front.

Musical Worship being a focal point of our Sunday gatherings.

Resources Available

Weekly personal meetings with pastor for coaching and development.

Meeting weekly with worship team members for accountability and support.


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Use of Church supplies and resources as well as support staff.

Use of budget to fund equipment and other critical resources in the area of Worship ministry.

Guidelines for accountability

Weekly meetings with pastor.

Effects on ministry

When done right the worship ministry will be well organized and be equipping members in our

body who have a passion and gifting for musical worship.

Worship team(s) will feel valued, informed, cared for, and productive.

Worship will become a focal point of the success of the Church.

Worship ministry will have a well-defined purpose and plan that will be self-evident.

Team Players needed.

You: You are the key player in facilitating genuine worship first by example and then by

developing a well organized team that understands the purpose and has a passion for worship.

Pastor: The two of us will be an close team to see this area of our ministry and you as a person

be successful.

Worship team: Using church family of GBC, a worship team(s) will be formed that will help lead

our church into genuine worship.


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CHURCH PRAYER COORDINATOR

Example 1

Position Summary: To lead the local congregation in developing a Perpetual Intercessory Prayer

ministry. The Prayer Coordinators purpose is to organize, schedule, and provide general leadership for

the churchs prayer activities.

Reports to: The Senior Pastor or staff person assigned.

Relates closely with: All staff, lay leaders, and departments in the church.

Oversees: Any support staff assigned to the CHURCH PRAYER COORDINATOR.

Primary Responsibilities:

Identify key people in the church who are willing to pray or serve in the leadership of prayer

ministry and enlist their commitment.

Establish a strategic Prayer Committee and serve as its chairperson. The leadership

responsibilities of the Prayer Committee can be divided among the members of this committee.

Act as a liaison between the pastor, the church leadership, and the Prayer Committee.

Implement through the Prayer Committee the church leadership prayer for church

services.plans/programs

Ensure that prayer is encouraged, engaged, and integrated into every ministry and department

of the church.

Assist the pastoral staff in recruiting and developing personal prayer support teams.

Create an information network that keeps everyone informed of prayer concerns.

Contribute to the development of an effective local prayer chain.

Plan and organize special prayer events for the church (i.e., prayer conferences, prayer

seminars, National Day of Prayer, Denomination Day of Prayer, etc.).

Stay closely connected to the district and denominational prayer leadership.

Secondary Responsibilities:

Designate, design, and promote (with Prayer Committee and church leadership) a prayer room

for the church.

Create a resource library on prayer.


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Resource Sunday School Teachers and small group leaders by providing training, materials and

resources for prayer curriculums.

Train, equip, and mentor prayer leaders who can establish and lead small group prayer.

Serve as a liaison between ones local church and churches citywide to create and encourage

cooperative prayer efforts.

Leadership strengths/gifts/talents/skills desired:

A strong personal devotion to prayer and a sincere desire to see his/her church be devoted to

prayer.

Spiritual maturity.

Good reputation in the congregation and the confident approval of church leaders.

Gift of organization, encouragement, and administration.

Good communicator.


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YOUTH PASTOR

Example 1

1. Description

In seeking to provide comprehensive ministry to the whole spectrum of youth within the church, the

Youth Co-ordinator shall have oversight of all youth ministries, and shall be responsible and accountable

through the elder in charge of youth, to the church.

2. Scope

At present, the following ministries are involved: children, teenagers, and young adults. Ministries shall

be age-defined and involve various purposes within each age-group, i.e. outreach, worship, fellowship,

discipleship and ministry.

3. Functioning

The Youth Co-ordinator shall function through a Youth Council consisting of a representative from each

age-specific ministry, as well as youth specialists within the church. This body has already been defined

and agreed upon.

4. Responsibilities

The Youth Co-ordinator shall have the following responsibilities:

A. Consult

To develop each age-specific ministry according to the commitment level philosophy of ministry

(ministering to people at each level of spiritual commitment) - where ministry is extensive in scope

(reaching and discipling youth) and intensive in depth (caring for and developing youth and leaders); to

communicate a vision for ministry that is relational, incarnational (Christlike) and purposeful with each

group; to help each ministry create strategies and programmes that accomplish their objectives; and to

inform the church on these ministries, allowing youth to impact adults and adults to impact the youth.

B. Co-ordinate

To ensure continuity between the various ministries so that the transitions between the various groups

are as smooth as possible and that as few youth are lost to the church as possible; to provide a unified

sense of purpose and direction in terms of focus and curriculum (without necessarily studying the same

material); to organize combined events that bring the different groups together, and to share resources

between the groups.

C. Care

To shepherd the leaders of the various ministries by giving them ownership, rewarding them verbally

and visually, never allowing any unfair criticism to be directed toward them, and standing up for them as

their advocate while allowing fair criticism. This will also require being involved in their lives as a

spiritual mentor and friend.


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D. Communicate

The Youth Co-ordinator will report to the church, as represented by the elders. A representative from

the elders shall be part of the Youth Council. The Youth Council shall function as any other church

ministry committee.

Example 2

PROGRAM OVERSIGHT (40% of full-time commitment)

Provide oversight of junior and senior high youth and youth staff. Assure youth groups maintain

a balanced program of spiritual, physical, and social growth. Weekly attendance of actual

meetings is not expected to accomplish this task.

Be acquainted with personal lives of the young people (either directly or through the "Youth

Staff"). For example, visit homes, attend school events, and make hospital visits. This alsoincludes being aware of current youth development and culture.

Foster open communication with parents/guardians primarily through youth staff, or by other

means of communication.

Assure every youth activity focuses entirely on building mature youth of the church. Areas of

responsibility include but are not limited to Youth Groups, CSB, AWANA, VBS, and Youth Sunday

School.

Assure the "church youth" are taught and charged with their responsibility to outreach.

Assure training and regular involvement of youth in church ministry.

Assures proper care of facilities used by youth programs.

ADMINISTRATIVE (20% of full-time commitment) Maintain a well-planned, carefully balanced program throughout the year coordinated with the

church calendar of events.

Assure responsibilities for all events (for example VBS, retreats, and special events) are

delegated and understood by youth staff and youth.

Pre-schedule all activities in their entirety, including post-activity plans. Publish same to staff,

parents, and youth in a timely fashion.

Provide information and encourage attendance to summer camps.

Assure monthly interaction with CE Committee and CE Elder for mutual accountability.

Assist mission's committee with field missionary experiences.

With the input and support of the youth ministry team, establish and maintain a philosophy of youthministry and annual goals.


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MINISTER OF EVANGELISM

1. Primary functionTo lead the church to grow larger by providing kingdom leadership in the

area of evangelism.

2. General functionTo work with and under the direction of the senior pastor as a member of thepastoral team to

3. Enable the church to focus on the Great Commission and to equip the church to carry out the

five functions of the

4. New Testament church: evangelism, discipleship, ministry, fellowship, and worship.

RESPONSIBILITIES

Leading

To lead members of the church to a deeper commitment of personal evangelism.

Administering

To give oversight and direction to the evangelistic ministries of the church, including but not limited

to: The Sunday School

Outreach

Special Evangelism Events

Missions

Ministering

To assist members of this church in fulfilling the task of evangelism through new andexisting ministries of the church.

Communicating

To preach and teach the Bible, believing that it has God for its author, salvation for its end, and truth

without any mixture of error for its matter.

To work with the senior pastor in communicating the priority of evangelism as a part of the vision for

ministry that God gives to this congregation.

EXPECTATIONS

The minister of evangelism is expected to be a servant leader.

The minister of evangelism is expected to live an exemplary life modeling the call, character, and

competencies becoming a minister of the gospel of Jesus Christ.

RELATIONSHIPS


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As a member of the pastoral team of this church, the minister of evangelism is responsible to the

senior pastor in all matters of church administration. In the absence of a senior pastor, the minister of

evangelism will be responsible to the interim team leader named during the time of transition.

HOSPITALITY COORDINATOR

Example 1

Position Overview

The Hospitality Coordinator will be responsible for the coordination of all events hosted at Harvest Bible

Chapel. The heart of the Hospitality Ministry is to serve and support the greater Ministry of Harvest

Bible Chapel Oakville through the catering of conferences, seminars, training sessions, weddings and

appreciation events.

Job Functions

Recruit, train and equip a team of lay workers to do the work of this ministry

Plan, schedule and coordinate all hospitality needs of the church

Work with ministry leaders in the preparation and planning of an event

Coordinate the details for weddings and funerals

Maintain the kitchen environment and ensure Health and Safety codes are met

Implement and monitor a system to track food inventory

Monitor kitchen supplies and purchase as needed

Requirements

Follower of Jesus Christ

Administratively and organizationally proficient

Pursuit of excellence in execution

Member of a Harvest Discipleship Group

Flexibility in hours days, nights, weekends, etc (likely 30-50hrs per week)

Clear communicator


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Team player

NOTE: This job description is not intended to be all-inclusive. Employee may perform other

related duties as negotiated to meet the ongoing needs of the organization.

Example 2

Job Title:

Hospitality Coordinator

Description:

Country Club Christian Church seeks a part-time Hospitality Coordinator to oversee evening and

weekend activities on the campus. The Hospitality Coordinator will report to the Director of Church

Growth. Country Club Christian Church is an equal opportunity employer.

Responsibilities:

Oversee all evening and weekend activities and meetings on the campus to include but not limited to:

Answer phones

Set up and troubleshoot all technology and AV requests for classes and meetings

Fill and set up all beverage requests for classes and meetings

Greet guests

Set up tables and chairs as required for classes and meetings

Open and close building

Assist with wedding rehearsals and ceremonies

Perform other duties as requested

Qualifications:

3-5 years demonstrated experience in customer service.

Strong computer and technology skills, including proficiency in Word, Excel, PowerPoint and

Outlook

Excellent verbal and written communication skills

Proven organizational skills and time management skills


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Demonstrated ability to work well with all levels of internal management and staff, as well as

outside patrons and guests.

Demonstrated sense of responsibility and ownership

A quick learner and creative problem solver

Ability to manage multiple projects simultaneously and juggle changing priorities

Ability to work with minimal supervision and have decision-making ability

Ability to maintain confidentiality with a high level of integrity

Ability to lift and set up tables and chairs as needed

Candidate will consent to background check.

USHER/GREETER

Example 1

THE PURPOSE FOR THE USHER / GREETER MINISTRY

A. To Welcome Visitors

First impressions are lasting ones! We want to give a great first impression by welcoming our

visitors with friendly and helpful greeters.

B. To Welcome Regular Attenders

We want to let our church family know that were glad theyre here by greeting them with a smile

each time they arrive.

C. To Offer Information

We want people to know whats happening at the church, so we have a weekly bulletin for

greeters to hand out. From time to time well have other items that well ask greeters to help us

distribute to inform the congregation. We also want our greeters to be ready to give directions

and answers to basic questions. The connection table is also part of the Greeters ministry.

D. To Receive the Offering

QUALIFICATIONS FOR USHER / GREETER

A. Complete or be in the process of completing Diamond Training. There are two Diamond

Training Sessions a year- one in the fall and one in the spring.

B. Read The Guest Services Handbookand agree to follow the guidelines.


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C. Meet with the Guest Services Coordinator.

WELCOME CENTER MINISTRY DESCRIPTION

A. Be prepared to answer basic questions.

1. Service times

2. Location of KidzTown, Connection table, restrooms, water fountains, caf, and basic

church information

3. Know the names of church leaders. (See Below)

4. Current announcements and upcoming events (read the bulletin before greeting).

B. Senior Pastors Assistant will be keeping bulletins, forms, and all written information updated

and in full supply (Work with Pastors Assistant to help if any of these things need to becompleted.)

USHER / GREETER MINISTRY DESCRIPTION

A. Arrive at 9:20 and be at the door to greet at 9:30 and continue greeting for at least fifteen

minutes after the service has started.

B. SMILE! Come to church well-rested ready to greet others. Please be sure to

assist each person to KidzTown, the restrooms, cafe, and all applicable places

within the church.

C. Try to touch each person with a handshake, hug, or pat on the back. It takes 7 touches for a

person to feel at home.

D. Always offer a bulletin with a sincere smile and a verbal greeting.

E. Be prepared to answer basic questions.

F. If you unable to serve your scheduled service, contact the Guest Services Coordinator with the

name of your replacement (your replacement must be another scheduled Usher or Greeter).

THE USHER / GREETER APPEARANCE

A. For obvious reasons, have fresh breath. You may want to carry mints.

B. Wash your hands before and after greeting.

C. Wear modest and neat apparel.


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D. Wear your identification tag.

E. Maintain a friendly posture. Avoid slumping against a wall or door.

F. Please do not have any beverages or food items while your ushering or greeting.

THE USHERS / GREETER ATTITUDE

A. Be hospitable.

Treat people as royalty and honored guests. Be conscious to show equality to everyone.

B. Be friendly and cheerful.

Let people know that were glad they decided to come to church. They may be having problems in

their personal life, and your caring attitude will express the love of God to them. (Part of our

mission)

C. Be positive.

Our greeters are in the forefront as representatives of the church. Be mindful of the things yousay and how you say them. Keep opinions to yourself. If you ever have a complaint, go to the

Greeter Coordinator. Always show respect for others and for church leadership.

D. Have a servants heart.

Be watchful to acknowledge visitors and welcome each person as they come in. Be careful not to

engage in extended conversations with anyone while greeting. You can always tell your friends

that you will talk to them after the service.

E. If weather is poor, please escort members/guests to the church door with umbrellas from car.

Please stand outside under awning. (Umbrellas are provided by the church.)

F. Use a broom (provided by the church) to sweep if foyer needs to be swept. Please be aware of

leaves, loose dirt, etc.

THE USHER RESPONSBILITIES

A. Be ready to receive the offering at the given time in the service

B. There shall be 3 ushers scheduled on a given Sunday

C. Two ushers must sit in the back of the sanctuary for seating of late arrivals, addition of chairs,

and increased security.

D. Once called upon by the stage Pastor, the ushers shall come forward, one in each aisle to

receive the offering

E. The passing of the offering buckets will begin after the Pastoral prayer, and the buckets shall be

gathered at the end of each aisle

F. The offering buckets shall be gathered and handed to the Head Usher


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APPENDICES

APPENDIX I

Vision Statement Working Template

An effective Vision Statement will therefore tell the world what change you wish to create for the

future of your community.

What are the needs of your

community?

How would you like to see

your community? What

improvements would you like

to see happen?

What is the God-given

mandate of your church?

Based on what you have written, write a few versions of your vision statement:

Our vision is a community where _______________.

Our vision is a community that _______________.


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APPENDIX II

Mission Statement Working Template

Like the Missionary, your Mission Statement will turn your vision into practice. The Mission Statement

is the one that will actually do the work. While it is powerful to talk about the work you do, it is more

powerful to talk about it in the context of why you are doing that work - your vision for making your

community an amazing place to live.

What resources does your

church have to offer the

community?

What things can you do

within in the community to

better it?

Are there any organizations

your can partner with to help

your community?

Based on what you have written, write a few versions of your mission statement:

Our vision is a community where ________________. To bring that vision into reality, we do

______________________.

Our vision is a community where ________________. To bring that vision into reality, we do

______________________________ for ________________ in the ___________ region / area /

township / etc


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APPENDIX III

Values Statement Working Template

A Values Statement provides the tools for the organization to accomplish that. First, the Values

Statement will look outside the organization, to the visionary outcomes you want to create for your

community.

What values will need to be

present in the community for

your vision to come to pass?

What values would the

community need to

emphasize? What values

would have to be the norm?

From there, your Values Statement will look inside, to see how your own work will model those values,

to teach those values by example.How will your work reflect

those values?

How will you ensure you are

modeling those values to the

community?

When you have a tough decision to make, will you always err on the side of those values? __ Y __ N

Fill in the blank: We always want the community to be able to say __________ about

the way we do our work.


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Appendix IV

Sample Working CREDO

Working CredoWhen making decisions at the Diaper Bank, the board, staff andvolunteers will be accountable for and conscious of the

following:

The best decision will be the decision that provides the best end result for

the highest number of our partners, the clients they serve, the issues they

address, and the future of our community.

The core reason the Diaper Bank exists is to lessen the current effects of

poverty and crisis, while working simultaneously to eliminate the root

causes of poverty and crisis in the future. Today's decisions will therefore bemade in the context of both today and tomorrow, asking the question, "How

will this decision affect the future of our organization AND the future of our

community?"

All parties to any decision will be treated with respect, dignity, compassion,

grace, integrity, honesty and humanity.

Our message must be positive, that we CAN make change. With a

passionate optimistic message, we can change minds and move mountains.

We can accomplish significant change if the whole community works

together, focusing ALL the community's varied resources towards improving

our community's quality of life. All the community must share ownership ofour problems and our solutions.


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Appendix ii

Core Values and Principles

To accomplish our vision of a healthy, humane, vibrant world, the Institutes work is all rooted in the

values at the core ofThe Pol lyanna Princip les.

Pollyanna Principle #1:We accomplish what we hold ourselvesaccountable for.

Pollyanna Principle #2:Each and every one of us is creating the future,every day, whether we do so consciously or not.

At the Community-Driven Institute, we hold ourselves accountable for creating a healthy, vibrant,humane future for our childrens grandchildren and beyond.

Towards that end:

Our actions and decisions will begin with the positive desired end results in mind, working

backwards to determine the cause-and-effect conditions that will create those results.

We will favor decisions that create long term improvement for our communities over short term

expediency for the Institute or the individuals and organizations we serve.

Pollyanna Principle #3:

Everyone and everything is interconnected andinterdependent, whether we acknowledge that or

not.

Towards that end:

Both our internal work and our work with individuals, organizations and communities will inspire

and encourage cooperation.

The best decision will be the decision that provides the best end result for the highest number of

our program participants and the communities they serve. If it is not good for everyone affected, it

is not good for the Institute.

Any action taken at the Institute will treat all parties involved with respect, compassion,

generosity, humanity, grace... and fun!

The Institute will encourage all strata of the Social Sector to work side by side, to share in each

others wisdom, and effect greater change. The Institute will further encourage reaching beyondthe sector, to ensure the whole community shares ownership of and responsibility for the future

we are creating.

Pollyanna Principle #4:Being the change we want to see means walkingthe talk of our values.


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Towards that end:

The Institute will model the behaviors we want to see in others in the decisions we make and the

actions we take.

The Institute will be explicit when doing so, to be clear that it is not only practical but creates

stronger internal AND external results when we are walking the talk of our values.

Pollyanna Principle #5:Strength builds upon our strengths, not ourweaknesses.

Towards that end:

We will encourage individuals and groups to draw on their own wisdom and experience,

acknowledging that most often, people have the answers inside them, waiting to be tapped.

We will encourage individuals and groups to see the abundance of resources they already haveat their fingertips, helping them identify ways to build upon that asset base.

Pollyanna Principle #6: Individuals will go where systems lead them.

Towards that end:

The systems we use and teach will aim individuals and groups at their highest potential.

The systems we use and teach will inspire rather than prescribe. They will encourage and engage

rather than tell. They will be rooted in high expectations for extraordinary results, rather than

assumptions about what individuals or groups should do.

The systems we use and teach will be simple enough that they can be maintained without the

ongoing need for consulting or other assistance.

Documents

FOL - Organizational Structuring Manual