Standard Jet DBnb` Ugr@?~1y0̝cßFNo`7ߜ/(-`{6߱oC&43y[{.|*|@\^Cf_Љ$g'DeFx -bT4.0k& Y S  Y   Y Y  Y Y  Y  Y  Y   Y u Y o Y n Y z Y 2lY  Y  z Y  pY ConnectDatabaseDateCreateDateUpdate FlagsForeignNameIdLvLvExtraLvModule LvPropName OwnerParentIdRmtInfoLongRmtInfoShortTypenitI81nT 6YYIdParentIdName        OYS Y Y Y  Y 2ACMFInheritableObjectIdSID  AtYObjectId YSY  Y Y Y  Y \ Y Y  Y AttributeExpressionFlagLvExtra Name1 Name2ObjectId Order Y"ObjectIdAttribute -YSY Y Y  Y  Y  Y  Y  Y ccolumn grbiticolumnszColumnszObject$szReferencedColumn$szReferencedObjectszRelationship   YYYszObject$szReferencedObjectszRelationshipYv1b N  : k & W  C t/ xxxx@@X  @@OJmJLJkQkiQ^JmYdbkWYfkmJL^Qk`kvkJMQk`kvkdL[QMmk`kvkhoQiYQk`kvkiQ^JmYdbkWYfkmdfYMbdmQk`kvkOL  @~  @ @{ { { { { {{{{{{{{{{{{{      d k f  &*P@x*P@Topic Notesw@|DDD88888886 @(P@(P@MSysRelationshipsvDDDDDDDDDDB (P@(P@MSysQueriesv88888888886 (P@(P@MSysACEsv22222222220 (P@(P@MSysObjectsv88888888886 (P@(P@MSysDbw.........., (P@(P@Relationshipsv<<<<<<<<<<: (P@(P@Databasesv44444444442 (P@(P@Tablesv.........., jY,,N,,,,Y Y d YCID TitleComments_yzYYIDPrimaryKey vWxxLVALu^5{\rtf1\ansi\ansicpg1252\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\froman\fprq2\fcharset0 Times New Roman;}{\f2\fswiss\fprq2\fcharset0 Arial;}{\f3\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red51\green153\blue102;\red255\green0\blue0;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\lang1033\f0\fs28 THE CHURCH LEADER\rquote S ANSWER BOOK \par A Reference Guide for Effective Ministry\par Eric Reed ed.\par CONTENT\par \pard\nowidctlpar\tx7931\tqr\tx8747\b\f1\fs26 PART ONE: ADMINISTRATION\tab /\par \pard\nowidctlpar\tx204\fs18 Chapter 1: Church Management\par \pard\nowidctlpar\tqdec\tx4030\b0\f2\fs12 > \fs20 The Pastor\rquote s Call to Administer\tab 003\par \fs12 > \fs20 Overcoming Overload\tab 004\par \fs12 > \fs20 Time-Management Strategies\tab 005\par \fs12 > \fs20 How to Tame the To-Do List\tab 007\par \fs12 > \fs20 Tools for Personal Organization\tab 008\par \fs12 > \fs20 Filing for Quick Retrieval\tab 009\par \fs12 > \fs20 Tips for Maintaining Files\tab 010\par \pard\nowidctlpar\fi-209\li209\tx209\fs12 >\tab\fs20 Reading Essentials for the Unorganized \fs8 . . \fs20 .011\par \fs12 >\tab\fs20 How to Know When It\rquote s Time to Delegate \fs8 . \fs20 .011\par \pard\nowidctlpar\tqdec\tx4030\fs12 > \fs20 Do You Need a Church Administrator\super\tab\nosupersub 012\par \fs12 > \fs20 Distributing the Load\tab 013\par \fs12 > \fs20 The Ministry of Interruptions\tab 014\par \pard\tqdec\tx4030\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter \b0\f2\fs20 2: \b\f1\fs18 Church Boards\par \pard\nowidctlpar\tqdec\tx4030\b0\f2\fs12 > \fs20 Building a Better Board\tab 017\par \fs12 > \fs20 What to Consider When Choosing Board Members\tab 018\par \fs12 > \fs20 How to Turn Committees into Teams\tab 019\par \fs12 > \fs20 Why Some Committees Fail\tab 020\par \fs12 > \fs20 Essential Traits of a Board Member\tab 021\par \fs12 > \fs20 How to Orient New Board Members\tab 021\par \fs12 > \fs20 Assess Your Leadership Style\tab 022\par \fs12LVAL > \fs20 What Is Your Leadership Style\super\tab\nosupersub 023\par \fs12 > \fs20 When Leadership Styles Clash\tab 023\par \fs12 > \fs20 Personal Growth on the Board\tab 024\par \fs12 > \fs20 Ways to Work with a Church Board\tab 025\par \fs12 > \fs20 How to Teach Your Board to Pray\tab 026\par \fs12 > \fs20 Praying as a Board\tab 027\par \fs12 > \fs20 Pastoring the Board\tab 029\par \pard\tqdec\tx4030\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 3: Meetings\par \pard\nowidctlpar\fi-209\li209\tx209\b0\f2\fs12 >\tab\fs20 Why I Love Church Board Meetings 031\par \fs12 >\tab\fs20 Key Components of a Leaders\rquote Retreat. \fs8 . . \fs20 .033\par \fs12 >\tab\fs20 Training Materials for Leadership Retreats .033\par \pard\nowidctlpar\tqdec\tx4030\fs12 > \fs20 How to Make Meetings Productive\tab 034\par \fs12 > \fs20 Ground Rules for Teamwork\tab 035\par \fs12 > \fs20 The Power of an Agenda\tab 035\par \pard\tqdec\tx4030\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 4: Decision Making\par \pard\nowidctlpar\fi-209\li209\tx209\b0\f2\fs12 >\tab\fs20 Seeking God\rquote s Will in Decision Making. 037\par \fs12 >\tab\fs20 Stepping-Stones to a Decision \tab 039\par \fs12 >\tab\fs20 Who Makes Decisions in a Church\super 2 \tab 039\nosupersub\par \fs12 >\tab\fs20 Gathering Support for Your Plan \tab 041\par \fs12 >\tab\fs20 How to Reduce the Conflict of Change 041\par \fs12 >\tab\fs20 Deciding without Dividing \tab 042\par \fs12 >\tab\fs20 How Ethical Are Your Decisions\super 2 \tab 043\nosupersub\par \fs12 >\tab\fs20 When to Survey the Congregation \tab 043\par \fs12 >\tab\fs20 Timely Tools for Writing Surveys \tab 044\par \pard\tx209\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 5: Incorporating Your Local Church\par \pard\nowidctlpar\tqdec\tx4030\b0\f2\fs12 > \fs20 Why Incorporate\'b0\tab 047\par \pard\tqdec\tx4030\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 6: The Pastoral Search\par \pard\nowidctlpar\tqdec\tx4030\b0\f2\fs12 > \fs20 Rescuing the SLVALearch\tab 049\par \fs12 > \fs20 Candidating by Video\tab 052\par \fs12 > \fs20 How to Find the Right Pastor\tab 052\par \pard\nowidctlpar\fi-368\li368\tx187\tx368\fs12 >\tab\fs20 Confessions of a Pastoral Search Committee \tab 055 \par \fs12 >\tab\fs20 Questions to Ask a Candidate \tab\tab\tab 060\par \fs12 >\tab\fs20 The Search from a Pastor\rquote s Perspective\tab\tab 062\par \fs12 >\tab\fs20 Questions to Ask References \tab\tab\tab 062\par \fs12 >\tab\fs20 Resources for the Pastoral Search Process \tab 064\par \fs12 >\tab\fs20 Determining a Pastor\rquote s Salary \tab\tab\tab 065\par \fs12 >\tab\fs20 Setting Pastoral Salaries \tab\tab\tab\tab 065\par \pard\tx187\tx368\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 7: Staffing\par \pard\nowidctlpar\fi-368\li368\tx187\tx368\b0\f2\fs12 >\tab\fs20 Is Your Church a Great Place to Work?\tab\tab 067\par \fs12 >\tab\fs20 How to Find Staff via the Internet \tab\tab\tab 069\par \fs12 >\tab\fs20 Web Sites for Finding Church Staff \tab\tab\tab 070\par \fs12 >\tab\fs20 Conducting Interviews \tab\tab\tab\tab 071\par \fs12 >\tab\fs20 Interview Questions \tab\tab\tab\tab 072\par \pard\nowidctlpar\tx924\tqdec\tx4745\fs12 >\tab\fs20 How to Check References\tab 073\par \fs12 >\tab\fs20 Helps for Hiring People\tab 074\par \fs12 >\tab\fs20 Hiring Older Workers\tab 074\par \fs12 >\tab\fs20 Preparing Job Descriptions\tab 075\par \fs12 >\tab\fs20 More about Job Descriptions\tab 078\par \pard\nowidctlpar\fi-929\li929\tx929\fs12 >\tab\fs20 How to Lead an Effective Staff Meeting \fs8 . . \fs20 .078\par \pard\nowidctlpar\tx924\tqdec\tx4745\fs12 >\tab\fs20 How to Pull Together as a Staff\tab 079\par \fs12 >\tab\fs20 Keeping a Great Staff\tab 080\par \fs12 >\tab\fs20 The Legalities of Hiring and Firing\tab 080\par \fs12 >\tab\fs20 How to Deal with a Staffer Who Isn\rquote t Measuring Up\tab\tab 081\par . \fs12 >\tab\fs20 Conflict in the Workplace\tab 082\par . \fs12 >\tab\fs20LVAL Firing without Getting Sued\tab 083\par . \fs12 >\tab\fs20 How to Build Staff Loyalty\tab 084\par . \fs12 >\tab\fs20 Rebuilding a Demoralized Team\tab 085\par . \fs12 >\tab\fs20 How to Be Pastor and Boss\tab 086\par \pard\nowidctlpar\tx204\b\f1\fs18 >> \fs26 PART TWO: THE CHURCH OFFICE\par \fs18 Chapter 1: The People\par \pard\nowidctlpar\fi-368\li368\tx187\tx368\b0\f2\fs12 >\tab\fs20 The Heart and Soul of the Church Office. \fs8 . \fs20 .\tab 091\par \fs12 >\tab\fs20 Qualities of a Church Office Worker \tab 093\par Hiring and Training a Secretary\tab\tab\tab 094\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 2: The Place\par \pard\nowidctlpar\fi-368\li368\tx187\tx368\b0\f2\fs12 >\tab\fs20 Dividing Office Space \tab\tab\tab\tab 095\tab\tab \par \fs12 >\tab\fs20 Tips for Office Productivity.\tab\tab\tab 096\par \fs12 >\tab\fs20 How to Decorate the Office \fs8 .\tab\tab\fs24\tab 096\par \pard\tx187\tx368\fs8\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 3: The Procedures\par \pard\nowidctlpar\fi-368\li368\tx187\tx368\b0\f2\fs12 >\tab\fs20 Scheduling Church Events \fs8 . .\tab\tab\tab\f0\fs24 099\par \f2\fs12 >\tab\fs20 Keeping Track \tab\tab\tab\tab 100\par \fs12 >\tab\fs20 Getting Out the Weekly Bulletin\tab\tab 100\par \fs12 >\tab\fs20 Expand Your Bulletin \tab\tab\tab 100\par \pard\nowidctlpar\tqdec\tx4002\fs12 > \fs20 A Church Newspaper\tab 101\par \fs12 > \fs20 Creating a Church Brochure\tab 101\par \fs12 > \fs20 Dealing with a Printer\tab 102\par \fs12 > \fs20 Timely Tools for Web-Site Building\tab 103\par \fs12 > \fs20 Producing a Picture Directory\tab 103\par \fs12 > \fs20 E-bulletins\tab 103\par \fs12 > \fs20 Mastering E-mail\tab 104\par \fs12 > \fs20 Web Outreach\tab 104\par \pard\nowidctlpar\fs12 > \fs20 Basics of a Church Web Page \tab\tab 104\par \pard\nowidctlpar\tqdec\tx4002\fs12 > \fs20 Web Site Helps \tab 105\par \fs12 > \fs20 E-newsletters and E-zines\tab 106\par \pard\nowidctlpar\fi-368\li368\tx187\tx368\f1\fs12 >\LVALtab\fs24 Chat Rooms, Discussion Boards, and Blogs\tab 106\f2\fs20\par \pard\tx362\tqdec\tx4002\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 4: Confidentiality\par \pard\nowidctlpar\fi-368\li368\tx187\tx368\b0\f2\fs12 >\tab\fs20 An Office You Can Trust \tab\tab 109\par \fs12 >\tab\fs20 Breaking Confidentiality \tab 110\par \pard\tqdec\tx4002\fs18\par \pard\nowidctlpar\tqdec\tx1247\tqdec\tx1621\tqr\tx5629\b\f1 Chapter 5: Publicity\par \b0\f2\fs12 > \fs20 Making the Most of Publicity\tab\fs18 111\par \fs12 > \fs20 Targeted Outreach\tab\fs18 112\par \fs12 > \fs20 How to Attract Attention to Your Church\tab\fs8 . . \fs18 .112\par \fs12 \fs20 Unsolicited Publicity\tab 115\par \pard\nowidctlpar\tx204\fs10 >\par \fs8 >\b\f1\fs18 Chapter 6: Storing Documents\par \pard\nowidctlpar\tqdec\tx4002\b0\f2\fs12 > \fs20 How Long to Keep Records\tab\fs18 117\par \pard\nowidctlpar\tx204\fs8\par \pard\tx204\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 7: Copyrights\par \pard\nowidctlpar\tqdec\tx4002\b0\f2\fs12 > \fs20 Copyright Law and the Church\tab 119\par \pard\tx204\fs8\par \par \pard\nowidctlpar\tx204\fs10 >\par \b\f1\fs18 Chapter 8: The Equipment\par \pard\nowidctlpar\fi-4450\li4450\tx4450\b0\f2\fs12 > \fs20 Computers and Software\tab\fs18 123\par \pard\nowidctlpar\fi-929\li929\tx929\fs12 >\fs20 Finding the Right Phone System \fs18 126\par \fs12 > \fs20 Do You Need a Fax\super 2\tab\nosupersub\fs18 128 \fs20 .\par Do You Need a Scanner\super 7 \nosupersub\fs18 129 \fs20 .\par How to Choose a Photocopier \fs18 130\par \fs12 > \fs20 Other Equipment to Consider\tab\fs18 130\par \pard\nowidctlpar\fi-4450\li4450\tx4450\fs12 > \fs20 Office Equipment \fs24 Q \fs20 & A\tab 131\par \pard\f0\fs28\par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1\fs18 >> \fs26 PART THREE: CHANGE AND CONFLICT\par \pard\nowidctlpar\fi-209\li1231\tx209\fs18 Chapter 1: Steps toward Change\par \pard\nowidctlpar\fi-929\li511\tx929\b0\f2 Leading People through ChanLVALge \tab\tab 135\par \pard\nowidctlpar\fs12 >\tab\fs18 The Process of Change \tab 137\par \fs12 >\tab\fs18 Making Good Decisions \tab 138\par \pard\nowidctlpar\li272\fs12 >\tab\fs20 our Levels of Change \tab 138\par \pard\tx272\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1\fs18 Chapter 2: Anticipating Conflict\par \pard\nowidctlpar\fi-929\li511\tx929\b0\f2 The Cost of Change \par \pard\nowidctlpar\tqdec\tx3974\fs12 > \fs18 Creativity in Change\tab 142\par Why Congregations Resist Growth\tab 143\par Helping People Change\tab 143\par Seeing God in Resistance to Change\tab 144\par Hard Decisions\tab 145\par \pard\tqdec\tx3974\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1 Chapter 3: Coping with Conflict\par \pard\nowidctlpar\tx187\tqdec\tx3974\tab R\b0\f2 eactions to Conflict\tab 147\par \tab Building Community in Controversy\tab 148\par \tab When People\rquote s Needs Change\tab 149\par \tab\fs16 How \fs18 to Rebuke with Compassion\tab 150\par \tab E-mail Confrontation\tab 151\par \tab The Four Spirits of a Church Fight\tab 151\par \tab Controlling Emotions during Conflict\tab 153\par \pard\nowidctlpar\tx192\tqdec\tx4002\fs20 Are You Creating Conflict\rquote ?\tab 154\par \tab Keeping Conflict Healthy\tab 156\par \pard\nowidctlpar\tx187\tqdec\tx3974\fs18\par \pard\nowidctlpar\b\f1 Chapter 4: Handling Criticism\par \pard\nowidctlpar\li215\b0\f2\fs12 >\tab\fs18 Coping with \fs20 Criticism \par \pard\nowidctlpar\li204\tx204\fs12 >\tab\fs20 Handling Complaints \par \pard\nowidctlpar\li215\fs12 >\tab\fs18 Classifying Critics \par \pard\nowidctlpar\li204\tx204\fs12 >\tab\fs20 The \ldblquote God Told Me\rdblquote Critic \par \fs12 >\tab\fs20 How to Prepare for Confrontation.\par \pard\nowidctlpar\tx187\tqdec\tx3974\fs18\par \pard\nowidctlpar\b\f1 Chapter 5: Settling Differences\par \pard\nowidctlpar\li204\tx204\b0\f2\fs12 >\tab\fs20 The Way through Conflict Resolution \par \fs12 >\tab\fs20 Tips onLVAL Solving Church Conflict \par \fs12 >\tab\fs20 Roadblocks to Unity \par \fs12 >\tab\fs20 Making Decisions Fun \par \fs12 >\tab\fs20 Healing from a Painful Past \fs8\emdash\par \fs12 >\tab\fs20 Professional Help in Peacemaking \par \pard\nowidctlpar\tx187\tqdec\tx3974\fs12 >\tab\fs20 Advice from Peacemakers \par \par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1\fs18 Chapter 6: Litigation\par \pard\nowidctlpar\tqdec\tx4728\b0\f2\fs12 > \fs18 Your Nine Greatest Legal Risks\tab 173\par \pard\tqdec\tx4728\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1 Chapter 7: Church Discipline\par \pard\nowidctlpar\li907\tx204\b0\f2\fs12 >\tab\fs18 When Church Members Need Correcting. \fs8 . \fs18 .177\par \pard\nowidctlpar\tx187\tqdec\tx3974\par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\fs16 >> \b\f1\fs26 PART FOUR: CONSTRUCTION AND RENOVATION\par \pard\nowidctlpar\tx187\tqdec\tx3974\b0\f2\fs18\par \pard\nowidctlpar\fi-209\li1231\tx209\f1 Chapter \b 1: Deciding Whether to Build\par \pard\nowidctlpar\tx187\tqdec\tx3974\tab The \b0\f2 Ultimate Building Program\tab 183\par \tab When Not to Build\tab 185\par \tab\fs16 When \fs18 Building Is Better\tab 185\par \tab Transitioning to Building\tab 186\par \tab Church Building Resources\tab 187\par \pard\tx187\tqdec\tx3974\par \pard\nowidctlpar\tx204\f1 Chapter 2: \b Building \b0 Trends\par \pard\nowidctlpar\tx187\tqdec\tx3974\fs24\tab\f2 - The\fs8 \fs18 Changing Face of Churches\tab 189\par \tab\fs8 - \fs18 : \fs24 .How\fs8 . \fs18 to Design a Postmodern Church Building 191\par \par \pard\nowidctlpar\fi-209\li1231\tx209\f1 Chapter \b 3: Builders and Architects\par \pard\nowidctlpar\tx187\tqdec\tx3974\tab Drafting\b0\f2 the Design\tab 193\par \tab\fs8 - \fs18 The best Builder for You\tab 195\par \tab \fs8 - \fs18 Church-Builder Relationships\tab 196\par \pard\tqdec\tx4728\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1 Chapter 4: Financing the Project\par \pard\nowidctlpar\tqdec\tx4728\b0\fLVAL2\fs12 > \fs18 Eight Key Finance Questions\tab 197\par \fs12 > \fs18 The Pastor\rquote s Role in Fund-Raising\tab 199\par \fs12 > \fs18 Raising Funds Like a Pro\tab 201\par \fs12 > \fs18 Hiring a Professional Fund-Raiser\tab 202\par Building without Borrowing\tab 203\par \fs12 > \fs18 When It\rquote s Best to Borrow\tab 205\par \fs12 > \fs18 Getting a Loan\tab 207\par \fs12 > \fs18 How to Sell Your Building\tab 208\par \pard\tqdec\tx4728\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1 Chapter 5: Location\par \pard\nowidctlpar\li907\tx204\b0\f2\fs12 >\tab\fs18 Shopping for Land \tab\tab 211\par \fs12 >\tab\fs18 Zoning Wars \tab\tab 213\par \pard\tx907\par \par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1 Chapter 6: Planning the Project\par \pard\nowidctlpar\tqdec\tx4728\b0\f2\fs12 > \fs18 Pre-building Homework\tab 215\par \pard\tx606\tqdec\tx4359\par \pard\nowidctlpar\fi-209\li192\tx209 Building Right from the \fs20 Start \fs8 . \fs20 216\par \pard\nowidctlpar\tqdec\tx4008\fs12 > \fs18 Following \fs20 God\rquote s Plan\tab 218\par \fs12 > \fs20 Who\rquote s on the Building Team\rquote ?\tab\fs18 219\par \fs12 > \fs20 Building Q&A\tab 220\par \fs12 > \fs20 How to Build Flexible Space\tab 221\par \fs12 > \fs20 Planning Color on Purpose\tab 223\par \pard\tqdec\tx4008\par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter 7: Nurturing the Spirit While Building\par \pard\nowidctlpar\li187\b0\fs12 >\tab\fs24 Nurturing the Soul during a Building Campaign\tab 225\f2\fs20\par \fs12 >\tab\fs20 Keeping Focus \fs18 in \fs20 a Building Campaign \fs8 . . . \fs20 .227\par \fs12 >\tab\fs20 How to Handle Construction Criticism 228\par \pard\tx187\par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter \b0\f2 8: \b\f1 Special Building Concerns\par \pard\nowidctlpar\tqdec\tx4008\b0\f2\fs12 > \fs20 Building Urban or Rural\tab 231\par \fs12 > \fs20 Building for People with Disabilities\tab 233\par \fs12 > \fs20 How to Welcome Seniors\tab 234\par \fs12 > \fs20 Building for WorshLVALip\tab 235\par \pard\tqdec\tx4008\par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter 9: Roofing\par \pard\nowidctlpar\li187\b0\f2\fs12 >\tab\fs20 Assess Your Roofing \tab 237\par \fs12 >\tab\fs20 Roofing Materials \tab\tab 238\par \pard\tx187\par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter 10: Stained Glass\par \pard\nowidctlpar\li187\b0\f2\fs12 >\tab\fs20 Choosing Stained Glass \tab 241\par \fs12 >\tab\fs20 Uncover That Stained Glass \tab 242\par \pard\tx187\par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter 11: Renovation\par \pard\nowidctlpar\li187\b0\f2\fs12 >\tab\fs20 Maximizing Your Space \tab 245\par \fs12 >\tab\fs20 Leading through Renovation \tab 246\par \fs12 >\tab\fs20 Rules for a Successful Makeover. 248\par \pard\nowidctlpar\b\f1 >> \fs26 PART FIVE: FACILITIES AND OPERATIONS\par \pard\nowidctlpar\fi-929\li511\tx929\fs20 Chapter 1: Cleaning and Maintenance\par \pard\nowidctlpar\tqdec\tx4008\b0\f2\fs12 > \fs20 The Noble Calling of Maintenance\tab 253\par \fs12 > \fs20 What Needs to Be Done\rquote ?\tab 254\par \fs12 > \fs20 Maintenance Checklist\tab 256\par \fs12 > \fs20 The Well-Supplied Custodian\tab 257\par \fs12 > \fs20 More Resources on Maintenance\tab 257\par \pard\tqdec\tx4008\par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter \b0\f2 2: \b\f1 Exterior and Grounds\par \pard\nowidctlpar\li187\b0\f2\fs12 >\tab\fs20 Creating a Welcoming Exterior \fs8 .\tab\fs24 259\fs8\par \fs12 >\tab\fs20 Transform Your Parking Lot \tab 261\par \fs12 >\tab\fs20 Snow Removal \tab\tab 261\par \pard\tx187\par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter 3: Lighting\par \pard\nowidctlpar\li187\b0\f2\fs12 >\tab\fs20 Planning Lighting \tab\tab 263\par \fs12 >\tab\fs20 Church Lighting \fs24 Q \fs20 & A \tab 265\par \fs12 >\tab\fs20 Updating Your Lights \tab 266\par \pard\nowidctlpar Tips on Lighting \tab\tab\tab 267\par \pard\nowidctlpar\li187\fs12 >\tab\fs20 More Resources on Lighting \LVALfs8 . .\tab\fs24 267\fs20\par \par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter 4: Sound Systems\par \pard\nowidctlpar\li187\b0\f2\fs12 >\tab\fs20 Seven Steps to Great Sound \fs8 . .\fs24\tab 269\fs8\par \fs12 >\tab\fs20 Operating the Sound Board \tab 271\par \fs12 >\tab\fs20 Solutions to Sound Problems. \fs8 .\tab\fs24 271\fs8 /\par \fs12 >\tab\fs20 For People Who Can\rquote t Hear \tab 272\par \fs12 >\tab\fs20 More Resources on Sound \tab 273\par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter 5: Security\par \pard\nowidctlpar\tqdec\tx4008\b0\f2\fs12 > \fs20 A Safe and Secure Church\tab 275\par \fs12 > \fs20 Selecting a Security System\tab 276\par \fs12 > \fs20 Protection against Vandalism\tab 277\par \fs12 > \fs20 Choosing a Fire-Detection System\tab 277\par \fs12 > \fs20 Where Church Fires Start\tab 278\par \fs12 > \fs20 More Resources on Church Safety\tab 279\par \pard\nowidctlpar\tqdec\tx912\tqdec\tx1292\tqc\tx4994\b\f1 Chapter 6: Liability\par \tab\b0\f2\fs12 > \fs20 How to Reduce Your Legal Risk\tab 281\par Who May Use Your Church\rquote ?\tab 283\par \fs12 > \fs20 Churches and OSHA\tab 284\par \fs12 > \fs20 Are You Covered\rquote ?\tab 285\par \pard\nowidctlpar\tqdec\tx4008\fs12 > \fs20 More Resources on Liability and Insurance\tab .286\par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter 7: Insurance\par \pard\nowidctlpar\li187\b0\f2\fs12 >\tab\fs20 Insuring Your Church \tab 287\par \fs12 >\tab\fs20 Disabled Pastor \tab\tab 289\par \fs12 >\tab\fs20 Overlooked Coverage \tab 289\par \pard\tx187\par \pard\nowidctlpar\fi-929\li511\tx929\b\f1 Chapter 8: Troubleshooting\par \pard\nowidctlpar\li187\b0\f2\fs12 >\tab\fs20 How to Stay High and Dry \tab 291\par \fs12 >\tab\fs20 Church Critter Control \tab 292\par \pard\tx204\par \pard\nowidctlpar\fi-929\li511\tx929\fs18\par \b\f1\fs20 Chapter 9: Utilities\par \pard\nowidctlpar\tx187\tqdec\tx3974\tab\b0\f2\fs12 > \fs20 How to Lower Utilities\tab 295\par \par \paLVALrd\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1\fs18 >> \fs26 PART SIX: CHURCH FURNISHINGS\par \pard\nowidctlpar\fs18 Chapter 1: Making Decisions\par \pard\nowidctlpar\li192\tx204\b0\f2 Honoring God in Church Furnishings. \tab 301\par Big-Buy Advice \tab\tab\tab 303\par \pard\tx192\par \pard\nowidctlpar\b\f1 Chapter \b0\f2 2: \b\f1 Seating\par \pard\nowidctlpar\fi-209\li192\tx192\b0\f2\fs12 >\tab\fs18 How to Settle on Church Seating \fs8 .\tab\tab\fs24 305\fs8\par \fs18 Special-Needs Seating \tab\tab 306\par \pard\nowidctlpar\li374\b\f1 Chapter 3: The Pulpit\par \pard\nowidctlpar\tx555\tqdec\tx4365\tab\b0\f2 Deciding What Will Be Up Front\tab 309\par \tab Pulpit Decor\tab 310\par \pard\tx555\tqdec\tx4365\par \pard\nowidctlpar\fi-209\li192\tx192\par \pard\nowidctlpar\tx748\b\f1\tab Chapter \f2\fs16 4: \f1\fs18 Baptisteries\par \pard\nowidctlpar\b0\f2\fs12 >\tab\fs18 The Baptistery for You \tab\tab 313\par \pard\tx708\tx918\par \par \pard\nowidctlpar\li748\b\f1 Chapter 5: Church Signs\par \pard\nowidctlpar\tqdec\tx362\tqdec\tx748\tab\tab\b0\f2\fs12 > \fs18 Signing Who You Are \tab\tab 315\par \tab\tab\fs12 > \fs18 Catchy Messages \tab\tab 317\par \tab .\par \pard\tx555\tqdec\tx4365\par \pard\nowidctlpar\tx187\tqdec\tx3974\par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1 >> \fs26 PART SEVEN: CHURCH FINANCES\par \pard\nowidctlpar\tx204\fs18 Chapter 1: The Budget\par \pard\nowidctlpar\tqdec\tx4036\b0\f2\fs12 > \fs20 Money\emdash A Spiritual Ministry\tab 321\par \fs12 > \fs20 Building a Better Budget\tab 322\par \fs12 > \fs20 How to Calculate Your Budget\tab 323\par \fs12 > \fs20 Keeping the Bottom Line\tab 324\par \fs12 > \fs20 Making Cash Flow Simple\tab 325\par \fs12 > \fs20 Testing Fiscal Fitness\tab 326\par \pard\tqdec\tx4036\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 2: Borrowing Money\par \pard\nowidctlpar\tqdec\tx4036\b0\f2\fs12 > \fs20 Borrowing Habits of Churches\tab 329\par \fs12 > \fs20 Borrowing ABCs\tab 331\par \fs1LVAL2 > \fs20 Refinancing the Church Mortgage\tab 331\par \pard\tqdec\tx4036\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 3: Grants\par \pard\nowidctlpar\tqdec\tx4036\b0\f2\fs12 > \fs20 Grants for Church Programs\tab 333\par \fs12 > \fs20 Good News Garage\tab 334\par \fs12 > \fs20 How to Apply for Grants\tab 335\par \fs12 > \fs20 Resources for Grants\tab 335\par \pard\tqdec\tx4036\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 4: Giving\par \pard\nowidctlpar\tqdec\tx4036\b0\f2\fs12 > \fs20 Helping People Become Joyful Givers\tab 337\par \fs12 > \fs20 Deferred Giving\tab 339\par \fs12 > \fs20 Non-cash Donations\super 7\tab\nosupersub 340\par \pard\nowidctlpar\tx209\fs12 > \fs20 Helping People Manage Money\tab 341\par \fs12 > \fs20 Debt Free in Five Years\tab 341\par \pard\tx3724\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 5: Investments\par \pard\nowidctlpar\tx209\b0\f2\fs12 > \fs20 Investing Church Funds\tab 343\par \pard\nowidctlpar\fi-929\li198\tx198\tx929\fs12 >\tab\fs20 Avoiding Scams \tab 344\par \pard\tx198\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 6: Safeguarding Money\par \pard\nowidctlpar\tx209\b0\f2\fs12 > \fs20 When You Need a CPA\tab 347\par \fs12 > \fs20 How to Select a CPA\tab 348\par \fs12 > \fs20 Safeguards for Church Funds\tab 348\par \fs12 > \fs20 Protecting the Treasurer\tab 349\par \fs12 > \fs20 Dealing with Embezzlement\tab 350\par \fs12 > \fs20 The Challenges of a Treasurer\tab 350\par \pard\tx3724\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 7: Taxes\par \pard\nowidctlpar\tqdec\tx4036\b0\f2\fs12 > \fs20 Your Tax-Exempt Status\tab 353\par \fs12 > \fs20 Can They Tax Our Bookstore\super 9\tab\nosupersub 354\par \fs12 > \fs20 Pastor Taxes \tab 355\par \fs12 > \fs20 Who Does Your Taxes\super 9\tab\nosupersub 355\par \fs12 > \fs20 Pulpit Politics\tab 356\par \pard\nowidctlpar\tx187\tqdec\tx3974\fs12 > \fs20 Social Security: In or Out\tab 357\par \par \pard\nowidctlpar\b\f1\fs18 >> \fs26 PART EIGHT: LEADING OTHERS\parLVAL \pard\nowidctlpar\li379\tx204\fs18 Chapter 1: Identifying Gifts\par \pard\nowidctlpar\tx357\tqdec\tx4359\tab\b0\f2\fs12 > \fs20 Tapping Church Talent\tab 361\par \tab\fs12 > \fs20 Equipped for the Job\tab 362\par \tab\fs12 > \fs20 More Resources on Discovering Spiritual Gifts\tab 363\par \tab\fs12 > \fs20 Evaluating Your Gifts\tab 364\par \pard\tx357\tqdec\tx4359\par \pard\nowidctlpar\li379\tx204\b\f1\fs18 Chapter 2: Volunteers: Recruiting and\par Training\par \pard\nowidctlpar\tx357\tqdec\tx4359\tab\b0\f2\fs12 > \fs20 Finding Joy in Recruiting\tab 365\par \tab\fs12 > \fs20 How to Recruit\tab 366\par \tab\fs12 > \fs20 Excuses Not to Volunteer\tab 366\par \tab\fs12 > \fs20 Core Values of Volunteering\tab 366\par \tab\fs12 > \fs20 Biblical Models of Volunteers\tab 367\par \tab\fs12 > \fs20 Job Descriptions for Volunteers\tab 367\par \tab\fs12 > \fs20 How to Screen Volunteers\tab 368\par \tab\fs12 > \fs20 Preventing Volunteer Burnout\tab 369\par \tab\fs12 > \fs20 How to Train Volunteers\tab 370\par \tab\fs12 > \fs20 Steps to Volunteer Growth\tab 370\par \tab\fs12 > \fs20 Measuring Progress\tab 371\par \pard\tx357\tqdec\tx4359\par \pard\nowidctlpar\li379\tx204\b\f1\fs18 Chapter 3: Mentoring\par \pard\nowidctlpar\tx357\tqdec\tx4359\tab\b0\f2\fs12 > \fs20 The Power of Mentoring\tab 373\par \pard\nowidctlpar\fi-511\li511\tx929\fs12 > \fs20 Mentoring in Threes\tab 375\par \fs12 > \fs20 Mentoring Church Leaders\tab 376\par \pard\nowidctlpar\li209\tx209\fs12 >\tab\fs20 The Ten Commandments of Mentoring \fs8 . . . \fs20 .377\par \pard\nowidctlpar\fi-511\li511\tx929\fs12 > \fs20 Evaluating a Mentor\tab 377\par \fs12 > \fs20 What I Learned from a Mentor\tab 378\par \fs12 > \fs20 How to Affirm Others\tab 379\par \fs12 > \fs20 Are You Ready for Mentoring7\tab 380\par \pard\tx3713\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 4: Coaching\par \pard\nowidctlpar\fi-511\li511\tx929\b0\f2\fs12 > \fs20 Coaching from the Sideline\tab 381\par \fs12 > \fs20 Coaching a Little League Church\tabLVAL 383\par \fs12 > \fs20 Best Coaching Practices\tab 385\par \pard\tx3713\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 5: Making Disciples\par \pard\nowidctlpar\fi-511\li511\tx929\b0\f2\fs12 > \fs20 Making Disciples Is Hard Work\tab 387\par \fs12 > \fs20 Ways of Making Disciples\tab 388\par \fs12 > \fs20 How Discipling Revived Our Church\tab 389\par \fs12 > \fs20 Spiritual Formation and Discipleship\tab 390\par \fs12 > \fs20 How to Disciple Broken Families\tab 391\par \pard\tx3713\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 6: Measuring Growth\par \pard\nowidctlpar\fi-511\li511\tx929\b0\f2\fs12 > \fs20 Are They Growing\rquote ?\tab 393\par \fs12 > \fs20 Gauging Your Growth\tab 395\par \pard\nowidctlpar\b\f1\fs18 >> \fs26 PART NINE: THE PASTOR\rquote S LIFE\par \pard\nowidctlpar\tx204\fs18 Chapter 1: Family Life\par \pard\nowidctlpar\fi-511\li511\tx929\b0\f2\fs12 > \fs20 Building the Pastor\rquote s Marriage\tab 399\par \fs12 > \fs20 Encouraging Stronger Marriages\tab 401\par \fs12 > \fs20 Leading as a Family\tab 401\par \fs12 > \fs20 Finding My Niche as a Pastor\rquote s Wife\tab 403\par \pard\nowidctlpar\li209\tx209\fs12 >\tab\fs20 Retreat Centers for Pastors\rquote Marriages. \fs8 . . \fs20 .404\par \fs12 >\tab\fs20 How to Protect the Preacher\rquote s Kid 406\par \pard\tx209\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 2: Personal Growth\par \pard\nowidctlpar\tqdec\tx4013\b0\f2\fs12 > \fs20 Three Strengths of a Pastor\tab 409\par \fs12 > \fs20 Journaling for Focus\tab 410\par \fs12 > \fs20 Get Your Degree Online\tab 412\par \fs12 > \fs20 Web Site Addresses for Continuing\par Education\tab 412\par \fs12 > \fs20 Making Friends\tab 414\par \fs12 > \fs20 Determining the Pastor\rquote s Priorities\tab 415\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 3: Rest and Renewal\par \pard\nowidctlpar\fi-511\li511\tx929\b0\f2\fs12 > \fs20 Making Time for God\tab 417\par \fs12 > \fs20 Am I Too Tired for Ministry\rquote ?\tab 418\par \fs12 > \fs20 Staying Motivated\tab LVAL 419\par \fs12 > \fs20 How Are You, Really\rquote ?\tab 420\par \fs12 > \fs20 Benefiting from Fatigue\tab 421\par \fs12 > \fs20 Finding Joy in Christian Service\tab 422\par \fs12 > \fs20 When Ministry Stinks\tab 423\par \pard\tx3713\par \pard\nowidctlpar\tx204\b\f1\fs18 Chapter 4: Finding Your Place of Ministry\par \pard\nowidctlpar\fi-511\li511\tx929\b0\f2\fs12 > \fs20 God\rquote s Calling Plan\tab 425\par \fs12 > \fs20 Helping Others Answer the Call\tab 428\par \fs12 > \fs20 Knowing When It\rquote s Time to Leave\tab 429\par \fs12 > \fs20 When Not to Leave\tab 431\par \fs12 > \fs20 When You Don\rquote t Get the Call\tab 432\par \pard\nowidctlpar\tx204\fs10 >\par \pard\nowidctlpar\tx187\tqdec\tx3974\fs18\par \pard\nowidctlpar\fi-368\li192\tx187\tx368\fs20 How to Say a Graceful Good-bye \fs8 . \fs20 433\par \pard\nowidctlpar\tqdec\tx4002\fs12 > \fs20 A Letter to My Successor\tab 434\par \fs12 > \fs20 How to Prepare for Retirement\tab 435\par \pard\tqdec\tx4002\par \pard\nowidctlpar\b\f1\fs18 Chapter 5: Money Matters\par \pard\nowidctlpar\tqdec\tx4002\b0\f2\fs12 > \fs20 Negotiating a Better Salary\tab 437\par \fs12 > \fs20 When Your Church Can\rquote t Pay You\tab 438\par \fs12 > \fs20 Taxing the Pastor\rquote s Salary \tab 439\par \fs12 > \fs20 A Parsonage or Your Own Home\super 9 \tab\fs32 440\nosupersub\fs20\par \fs12 > \fs20 Designing Your Retirement \tab 441\par \fs12 > \fs20 Is Social Security a Good Investment\rquote ? 441\par \pard\nowidctlpar\tx204\b\f1\fs18 >> \fs26 PART TEN: PREACHING\par \pard\nowidctlpar\fs18 Chapter 1: The Call to Preach\par \pard\nowidctlpar\tqdec\tx4002\b0\f2\fs12 > \fs20 The Three Roles of Preaching\tab 445\par \fs12 > \fs20 What Gives Preaching Its Power\tab 447\par \fs12 > \fs20 Speaking God\rquote s Words\tab 448\par \fs12 > \fs20 Is Your Preaching Soul Deep\rquote ?\tab 449\par \pard\tqdec\tx4002\par \pard\nowidctlpar\b\f1\fs18 Chapter 2: The Pastor in Preaching\par \pard\nowidctlpar\tqdec\tx4002\b0\f2\fs12 > \LVAL!fs20 Being Real in Preaching\tab 451\par Preparing Sermons in the Spirit\tab 452\par \fs12 > \fs20 Why It\rquote s Hard to Write Sermons\tab 454\par Preaching to Broken People\tab 454\par \fs12 > \fs20 Leadership in Preaching\tab 455\par Watching People When You Preach\tab 456\par \fs12 > \fs20 More about Preaching\tab 456\par \pard\tqdec\tx4002\par \pard\nowidctlpar\b\f1\fs18 Chapter 3: Consider the Audience\par \pard\nowidctlpar\tqdec\tx4002 \b0\f2\fs20 Addressing Life Questions\tab 459\par \fs12 > \fs20 How to Connect with Feelings\tab 460\par Building Rapport with Listeners\tab 461\par \fs12 > \fs20 Conversations That Inform Preaching\tab 463\par Preaching through Distractions\tab 464\par \fs12 > \fs20 How to Address Controversial Issues\tab 466\par \pard\nowidctlpar\fi-209\li379\tx192\fs12 >\tab\fs20 How to Preach in the Pain of Controversy \fs8 . \fs20 .467\par \pard\nowidctlpar\tqdec\tx4002\fs12 > \fs20 Preaching on Sex\tab 470\par \fs12 > \fs20 How to Preach Sensibly about Money\tab 471\par \pard\tqdec\tx4002\par \pard\nowidctlpar\b\f1\fs18 Chapter 4: Applying the Word\par \pard\nowidctlpar\fi-209\li379\tx192\b0\f2\fs12 >\tab\fs20 Seeing Jesus in Context 473\par \pard\nowidctlpar\fi-368\li192\tx187\tx368 Preaching That Changes Lives \tab 474\par \pard\nowidctlpar\fi-209\li379\tx192\fs12 >\tab\fs20 Killer Applications \tab 475\par \fs12 >\tab\fs20 Multiplying Sermon Applications \tab 476\par \fs12 >\tab\fs20 Reaching Deeper Needs \tab 476\par \fs12 >\tab\fs20 How to Keep Your Listeners\rquote Attention\tab 477\par \pard\tx192\tx379\par \pard\nowidctlpar\b\f1\fs18 Chapter 5: Planning Ahead\par \pard\nowidctlpar\fi-209\li379\tx192\b0\f2\fs12 >\tab\fs20 How to Schedule Sermons \tab 479\par \fs12 >\tab\fs20 Saying More with Less \tab\tab 480\par \fs12 >\tab\fs20 Redefining Unclear Words \tab 481\par \fs12 >\tab\fs20 Borrowing Sermon Material \tab 482\par \fs12 >\tab\fs20 How to Tell Stories in Your LVAL"Preaching\tab 483\par \pard\tx192\tx379\par \pard\nowidctlpar\b\f1\fs18 Chapter 6: Style and Delivery\par \pard\nowidctlpar\fi-209\li379\tx192\b0\f2\fs12 >\tab\fs20 Preaching at Street Level 485\par \fs12 >\tab\fs20 Preaching with Boldness \tab 486\par \fs12 >\tab\fs20 Preaching with or without Notes \tab 486\par \fs12 >\tab\fs20 Should You Shock Them into Listening?\tab 488 \fs8 . . .\par \fs12 >\tab\fs20 How to Connect Using Humor \tab 489\par \pard\tx192\tx379\par \pard\nowidctlpar\b\f1\fs18 Chapter 7: Using Sermon Illustrations\par \pard\nowidctlpar\fi-209\li379\tx192\b0\f2\fs12 >\tab\fs20 Adapting Illustrations \tab 493\par \fs12 >\tab\fs20 Footnotes from the Pulpit \tab 495\par \fs12 >\tab\fs20 How to Use Your Experiences as Illustrations 495 \par \fs12 >\tab\fs20 What\rquote s in the Brown Paper Sack\rquote ? \fs16\tab\fs24 496\fs16\par \pard\tx192\tx379\par \pard\nowidctlpar\b\f1\fs18 Chapter 8: Using Technology\par \pard\nowidctlpar\fi-209\li379\tx192\b0\f2\fs12 >\tab\fs20 How Technology Helps Preaching 499\par \fs12 >\tab\fs20 Online Sermon Helps \tab 500\par \fs12 >\tab\fs20 How to Improve PowerPoint Preaching \fs8 . . .\fs24 501\par \par \pard\nowidctlpar\tx204\b\f1\fs18 >> \fs26 PART ELEVEN: GROUPS FOR GROWTH\par \pard\nowidctlpar\fi-209\li379\tx192\b0\f2\fs24\par \par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1\fs18 Chapter 1: Planning Programs\par \pard\nowidctlpar\tqdec\tx4019 How\b0\f2 \fs20 to \fs18 Start a Ministry\tab 505\par \fs12 > \fs18 Making the Most of What You Have\tab 506\par \fs12 > \fs18 Remembering People in Program\par Planning\tab 506\par \fs12 > \fs18 Clarifying What Is Important\tab 507\par \pard\tqdec\tx4019\par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1 Chapter \b0\f2 2: \b\f1 Children\rquote s Programs\par \pard\nowidctlpar\li374\b0\f2\fs12 >\tab\fs18 Making Ministry Count for Kids \tab 509\par \fs12 >\tab\fs18 Parent SatisfLVAL#action with Programs 511\par \fs12 >\tab\fs18 Is a New Curriculum Needed? \tab 512\par \fs12 >\tab\fs18 Does Sunday School Need a Makeover? 513.\par \fs12 >\tab\fs18 Safeguarding the Children \tab 514\par \fs12 >\tab\fs18 Overcoming Objections to Safety Policy. 514\par \fs12 >\tab\fs18 Warning Signs of Abuse \tab 516\par \fs12 >\tab\fs18 How to Know Your Workers \tab 516\par \fs12 >\tab\fs18 Child Safety Resources \tab 517\par \pard\tx204\tx374\par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1 Chapter 3: Youth Programs\par \pard\nowidctlpar\li374\b0\f2\fs12 >\tab\fs18 Keeping Current with Youth \tab 519\par \pard\nowidctlpar\tqdec\tx4019\fs12 > \fs18 How to Keep a Youth Minister\tab 521\par \fs12 > \fs18 The Benefits of Longevity\tab 523\par \fs12 > \fs18 Working with Teens in a Small Church\tab 524\par \pard\nowidctlpar\li374\fs12 >\tab\fs18 How to Grow through Youth Fund-Raising \fs8 . \fs18 .524\par \pard\tx204\tx374\par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1 Chapter 4: Prayer Groups\par \pard\nowidctlpar\tqdec\tx4019\b0\f2\fs12 > \fs18 Start with Personal Prayer\tab 527\par \fs12 > \fs18 Why We Hesitate to Pray\tab 528\par \fs12 > \fs18 Making Prayer Our Central Work\tab 528\par \fs12 > \fs18 A Day in Prayer\tab 529\par \fs12 > \fs18 Power Praying with Pastors\tab 529\par \fs12 > \fs18 How to Pray as a Church\tab 530\par \fs12 > \fs18 Firing Up a Slow Prayer Life\tab 531\par \fs12 > \fs18 Praying Your Church to Life\tab 531\par Respecting Privacy in Public Prayer\tab 532\par \fs12 > \fs18 Planning Prayer in Worship\tab 533\par \fs12 > \fs18 Gathering Kids to Pray\tab 533\par \fs12 > \fs18 Guidelines for Group Prayer\tab 534\par \fs12 > \fs18 Prayer Snares\tab 535\par \pard\tqdec\tx4019\par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1 Chapter 5: Small Groups\par \pard\nowidctlpar\tqdec\tx4019\b0\f2\fs12 > \fs18 Why Have Small Groups?\tab 537\par \fs12 > \fs18 The Vision behind Small Groups\tab 537\par \LVAL$fs12 > \fs18 Will Small Groups Grow Your Church?\tab 539\par \fs12 > \fs18 Finding Small-Group Leaders\tab 539\par \fs12 > \fs18 Gearing Up for Small Groups\tab 540\par \fs12 > \fs18 How to Get Men into Small Groups\tab 541\par \fs12 > \fs18 Meeting by E-Mail\tab 541\par \fs12 > \fs18 Getting Close in a Small Group\tab 542\par \pard\nowidctlpar\li742\b\f1 Chapter 6: Singles\par \pard\nowidctlpar\tx181\tqdec\tx4745\tab\b0\f2 Understanding Singles\tab 543\par \pard\nowidctlpar\tqdec\tx4745\tqr\tx7307\fs12 > \fs18 How to Attract Singles\tab 544\par \pard\nowidctlpar\tqdec\tx4745\fs12 > \fs18 Coping with Divorce\tab 546\par \pard\nowidctlpar\fs12 >\tab\fs18 How to Integrate Singles into Families \fs8 . . . \fs18 .546\par \f1\fs12 >\tab\fs24 More Resources on Intergenerational Programs\tab 547\f2\fs18\par \pard\tx351\tqdec\tx4745\par \par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1 Chapter 7: Special-Interest Groups\par \pard\nowidctlpar\tqdec\tx4745\tqr\tx7307\b0\f2\fs12 > \fs18 How to Start a Book Club\tab 549\par \fs12 > \fs18 Befriending People with AIDS\tab 550\par \fs12 > \fs18 Growing Manly Men\tab 551\tab\b\f1\fs26\par \pard\nowidctlpar\tx204\fs18 >> \fs26 PART TWELVE: PASTORAL TOOLS\par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\fs18 Chapter 1: Counseling\par \pard\nowidctlpar\li374\b0\f2\fs12 >\tab\fs18 How to Offer Counseling Services \tab 555\par \fs12 >\tab\fs18 Nurturing People\rquote s Souls \tab\tab 556\par \fs12 >\tab\fs18 Dangerous People to Counsel \tab\tab 558\par \fs12 >\tab\fs18 How to Confront Couples Who Are Living Together 560 \par \fs12 >\tab\fs18 Caution for Counseling \tab\tab 561\par \fs12 >\tab\fs18 Surviving a Couple\rquote s Breakup \tab\tab 562\par \fs12 >\tab\fs18 Counseling Unwed Mothers \tab\tab 562\par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1 Chapter 2: Special Visits\par \pard\nowidctlpar\li374\b0\f2\fs12 >\tab\fs18 How to Make a Pastoral Hospital Visit \fs8 . . . \fs18 .565\pLVAL%ar \pard\nowidctlpar\tqdec\tx4019\fs12 > \fs18 Why I Love Hospital Visitation\tab 566\par \fs12 > \fs18 How to Visit People with Dementia\tab 567\par \fs12 > \fs18 Comforting the Hurting\tab 569\par \fs12 > \fs18 Helping the Grief-Stuck\tab 569\par \fs12 > \fs18 Helping People Who Are Dying\tab 571\par \fs12 > \fs18 Favorite Scriptures\tab 572\par \par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1 >> \fs26 PART THIRTEEN: COMMUNITY OUTREACH\par \pard\nowidctlpar\fi-209\li1231\tx209\fs18 Chapter 1: Becoming Outwardly Focused\par \pard\nowidctlpar\tqdec\tx4036 \b0\f2\fs20 Adopting Jesus\rquote Immigrant Attitude\tab 577\par \fs12 > \fs20 Being an Attractive Christian\tab 578\par \fs12 > \fs20 Ushers on the Front Line\tab 579\par \fs12 > \fs20 Finding Spiritual Momentum\tab 579\par \fs12 > \fs20 How to Exude Warmth\tab 580\par \fs12 > \fs20 Reaching the Next Generation\tab 581\par \fs12 > \fs20 First-Time Impressions\tab 582\par \fs12 > \fs20 Opening Up the Group\tab 583\par Opening Greetings\tab 584\par \fs12 > \fs20 Rating Your Church\tab 584\par \pard\tqdec\tx4036\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1\fs18 Chapter 2: Assessing Your Community\par \pard\nowidctlpar\tqdec\tx4036\b0\f2\fs12 > \fs20 Understanding the Outside World\tab 585\par \fs12 > \fs20 Bringing Church to the Street\tab 586\par \fs12 > \fs20 Who Is Your Target\super 2\tab\nosupersub 586\par Connecting with Renters\tab 587\par \fs12 > \fs20 Tapping Census Stats\tab 587\par \fs12 > \fs20 How to Be a Good Neighbor\tab 588\par Refugees on Your Doorstep\tab 588\par \fs12 > \fs20 Profiling a Community\tab 589\par \fs12 > \fs20 Good News for Happy Unbelievers\tab 589\par \fs12 > \fs20 Apartment Church\tab 590\par \pard\tqdec\tx4036\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1\fs18 Chapter 3 Meeting Community Needs\par \pard\nowidctlpar\tx175\tqdec\tx4195\tab\b0\f2\fs12 > \fs20 Helping people\tab\fs18 593\par \tab\fs12 > \fs20 Firing Up for a Shelter\tab 595\par \tab\fs12 > \fs20 How to SpLVAL&read the Desire to Serve\tab 596\par \pard\nowidctlpar\tqdec\tx4036\fs12 > \fs20 AIDS Outreach in New York City\tab 596\par \fs12 > \fs20 Lighthouse to the Community\tab 597\par \pard\tqdec\tx4036\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1\fs18 Chapter 4: Finding Lost People\par \pard\nowidctlpar\tx175\tqdec\tx4036\b0\f2\fs12 >\tab\fs20 Valuing People Who Are Lost\tab\fs18 599\par \fs12 >\tab\fs20 Reaching Kids\tab 600\par \fs12 >\tab\fs20 Confronting Myths\tab 600\par \fs12 >\tab\fs20 When Outreach Loses Its Sizzle\tab 601\par \fs12 >\tab\fs20 Sharing Faith with Post-Christians\tab\i\fs18 602\par \pard\nowidctlpar\li243\i0\fs12 >\fs20 Understanding What Postmoderns Value. \fs8 . \fs18 .603\par \pard\nowidctlpar\tqdec\tx4036\fs12 > \fs20 Seeing the Invisible Caring Hands\tab\fs18 604\par \fs12 > \fs20 Reaching Post-Christians\tab 605\par \pard\nowidctlpar\li243\fs12 >\fs20 What Churches Do for Their Neighbors. \fs8 . . \fs18 .605\par \pard\tx243\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1 Chapter 5: Assimilating Newcomers\par \pard\nowidctlpar\tqdec\tx4036\b0\f2\fs12 > \fs20 Getting People Involved\tab\fs18 607\par \fs12 > \fs20 Connecting People\tab\fs18 608\par \pard\nowidctlpar\li243\f1\fs12 >\tab\fs24 How to Coach Wounded People Back into Service\tab 609\f2\fs20\par \fs12 >\tab\fs20 The Importance of Joining a Church 609\par \pard\nowidctlpar\tx283\tqdec\tx4110\b\f1\fs18 Chapter 6: Missions\par \b0\f2\fs12 >\tab\fs20 Setting the Vision for Missions\tab 611\par \fs12 >\tab\fs20 Leading with Short-Term Missions\tab 613\par \fs12 >\tab\fs20 Prepared Pilgrims\tab\fs18 614\par \fs12 > \fs20 Should you take the kids on a mission trip? \super\tab\nosupersub\fs18 615\fs20\par \pard\nowidctlpar\tx175\tqdec\tx4195\par \pard\nowidctlpar\fi-368\li1072\tx187\tx368\b\f1\fs18 >> \fs26 PART FOURTEEN: WORSHIP\par \pard\nowidctlpar\tx175\tqdec\tx4195\b0\f2\fs20\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1\fs18 Chapter 1:\par The Heart of the Worship Leader\par \pard\nowidLVAL'ctlpar\tqdec\tx4036\b0\f2\fs12 > \fs20 Leading the Worship of God\tab 619\par \fs12 > \fs20 Learning, the art of worship\tab 621\par \fs12 > \fs20 Essentials of worship\tab 621\par \fs12 > \fs20 Finding the Grace Gates\tab 622\par \fs12 > \fs20 John Wesley\rquote s Singing Rules\tab 624\par \pard\tqdec\tx4036\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1\fs18 Chapter 2: Laying the Groundwork\par \pard\nowidctlpar\tx175\tqdec\tx4195\tab\b0\f2\fs12 > \fs20 Working with the Worship Staff\tab 625\par \tab\fs12 > \fs20 When Worship Styles Clash\tab 626\par \tab\fs12 > \fs20 Interactive Worship for Postmoderns\tab 627\par \tab\fs12 > \fs20 Making Worship Guest Friendly\tab 628\par \pard\tx283\tqdec\tx4110\fs18\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1 Chapter 3: Worship Planning\par \pard\nowidctlpar\tqdec\tx4195\b0\f2\fs12 > \fs20 Bringing Creativity to Worship\tab 631\par \fs12 > \fs20 Keeping Worship Fresh\tab 632\par \fs12 >\fs20 Web sites for worship Leaders \tab 633\par \fs12 > \fs20 Five Phases of Worship\tab 634.\par \pard\nowidctlpar\tx204\fs12 > \fs20 Unscripted Worship\tab 636\par \pard\nowidctlpar\tx204\tx544\fs12 >\tab\fs20 How to Use the Visual Arts in Worship \fs8 . . . . \fs18 637\par \pard\tx544\par \pard\nowidctlpar\fi-209\li1231\tx209\b\f1 Chapter 4: Worship Leaders and Teams\par \pard\nowidctlpar\tx566\tqdec\tx4376\b0\f2\fs12 >\tab\fs20 Essentials in a Worship Leader\tab 639\par \fs12 >\tab\fs20 Strengthening Worship Teams\tab 640\par \fs12 >\tab\fs20 How to Build a Choir\tab 640\par \pard\nowidctlpar\tqdec\tx4019\fs12 >\tab\fs20 How to Build a Drama Ministry\fs18\par \pard\nowidctlpar\tx187\tqdec\tx3974\par \pard\nowidctlpar\b\f1\fs20 Chapter 5: Technology\par \pard\nowidctlpar\tqdec\tx4053\b0\f2\fs12 > \fs20 How to Launch a Media Ministry\tab 645\par \fs12 > \fs20 How to Build a Multimedia Team\tab 646\par Worship Software\tab 647\par \fs12 > \fs20 How to Produce Great Church Videos\tab 648\par \pard\nowidctlpar\li226\tx204\fs12 >\tab\fs20 HoLVAL(w to Use Movie Clips in Your Sermon. \fs8 . \fs20 .649\par \pard\nowidctlpar\tqdec\tx4053\fs12 > \fs20 More on Using Movie Clips\tab 649\par Copyright Law on Music and Movies\tab 650\par \pard\tqdec\tx4053\par \pard\nowidctlpar\b\f1 Chapter 6: Special Services\par \pard\nowidctlpar\tx209\b0\f2\fs12 > \fs20 Using Service Manuals\tab 653\par \pard\nowidctlpar\li226\tx204\fs12 >\tab\fs20 Special Services of the Christian Year \fs8 . . . \fs20 .654\par \fs12 >\tab\fs20 How to Bring Variety to the Lord\rquote s Table \fs8 . . \fs20 .654\par \pard\nowidctlpar\tqdec\tx4053 Making Weddings Better\tab 655\par \fs12 > \fs20 Mark These Passages\tab 656\par Celebrating Life\rquote s Transitions\tab 657\par \fs12 > \fs20 More on Special Services\tab 657\par Permissions\tab 659\par Contributing Writers\tab 661\par \fs12 > \fs20 Topical Index\tab 669\par \pard\nowidctlpar\tx187\tqdec\tx3974\fs18\par \par \fs28 FORWARD\par \par BUILDING A CHURCH THAT LASTS\par \par \pard\nowidctlpar\f0 THE IMAGES ON TELEVISION had foretold what I would find when I arrived in hurricane-ravaged New Orleans, but in my heart I refused to believe it. Floodwaters had drowned much of the city I had called home for a decade, but what had happened to the church where I had served my first pastorate?\par In my imagination, the people who had made our community so lively were still there, engaging in all the wanton activities that made ministering the gospel to them so challenging. But on my first visit, months after the flood, I found the news reports were true. New Orleans was a ghost town. A few residents had returned, but in our old neighborhood, most houses were shells with gaping black holes where doors and windows had been. There was no traffic. No thumping bass stereos. No guys playing basketball in the street. Just silence.\par Stopping on our familiar block, I was heartened to see most of my former church\rquote s buildings still standing. A friend had sent me photographs of the devastation inside\emdash pLVAL)ews and furniture ripped from their moorings, upended and crumbling\emdash but the brick walls now before me seemed solid despite weeks of steeping in sour water. A side door was open, so I climbed the metal stairs to the balcony of the old sanctuary. I hoped to catch\par hints of the work we had done there over most of a decade restoring the facilities and leaving an exuberant congregation in place to minister to our increasingly urban community.\par Instead, there was nothing.\par A contractor had demolished the choir loft and shoveled out the debris. The muck had been scraped from the floor and walls. But there were no pews, no pulpit. The room was hollow. With so few people returning to the city, it appeared unlikely that the church would reopen. From the balcony, I wondered what difference our ministry a decade earlier had made. Of our worship and work and preaching and pastoring, what had survived? Even more, \cf1\b in ministry, what lasts?\par \cf0\b0\ldblquote If it seems sometimes that you\rquote re pastoring a parade, you are!\rdblquote I recalled that wry observation from my seminary president. His summation of the transient nature of congregations was helpful to me as a young pastor serving a church in a rapidly changing community. Now I recalled his advice about making the most of the time we pastors have with people and not fretting so much when they\rquote re gone. \cf1\b\ldblquote To everything there is a season,\rdblquote\cf0\b0 the president said, \cf1\b\ldblquote including your time with a congregation. Make the most of it.\rdblquote\par \cf0\b0 He also said, \ldblquote\cf1\b A call to preach is a call to prepare.\rdblquote\cf0\b0 So many of my classmates talked about skipping seminary and going directly to the mission field or a church. Our president cautioned us to dig deep into our studies, for people would need from us a ministry built on solid foundations. \ldblquote Don\rquote t skimp on your preparation,\rdblquote we were rightly warned. \ldblquote You need the wisdoLVAL*m of those who have gone before you.\rdblquote\par The advice of smart colleagues and forebears had served me well in my first pastorate. Apparently, good counsel lasts. But what else?\par After the flood, I was deeply saddened by the possibility that my former congregation would not survive. I poured out that complaint to God. Then, in the space of a few weeks, I received unprompted e-mails and phone calls from people who had been members of the church when I was pastor there. They told stories of great times we\rquote d had together and how they are now serving Christ in distant places. I was cheered as they spoke, and I realized afresh that \cf1\b it\rquote s what we do with people that lasts. [not the structures nor the government]\par \pard\nowidctlpar\tx204\cf0\b0\i The Church Leader\rquote s Answer Book \i0 is about doing what lasts. It is an important aid to us who minister in a complex world. \cf1\b The choices we make on a daily basis may affect generations to come.\cf0\b0 \cf2 We may not consider some aspects of church leadership in such grand and far-reaching terms, but it\rquote s true that decisions about facilities and budgets, governance and ministry teams, community outreach and spiritual formation affect our people for years. Some of the decisions we make, such as those on carpet and sound systems, seem temporary. Others, such as adjusting our worship and evangelism styles to match the demographic shifts in our neighborhood, seem more permanent. But in truth, all those choices have lasting value when they help people grow in the likeness of Christ.\par \pard\nowidctlpar\cf0 Frankly, I could have used a guide like \i The Church Leader\rquote s Answer Book \i0 during my first pastorate. And I welcome it to my work and to my bookshelf today. To have so much wisdom distilled in a single volume is invaluable.\par With a fresh perspective on ministry that lasts, I appreciate the insight of experienced leaders whose legacy is not about the facilities they built, but whose influence li LVAL ves on in people whose lives were changed while they met in those facilities, people who still remember a few life-altering sermons, and who carry on in ministry in the places where God has taken them.\par Exploring the transience of life, the psalmist pleads with the Lord to \cf3\ldblquote establish the work of our hands\rdblquote\cf0 (Psalm 90:17). Another translation renders the verse \cf3\ldblquote give permanence to our work.\rdblquote\cf0 That\rquote s our prayer for you\emdash that God will enable you to do ministry that lasts.\par \pard\nowidctlpar\tx209\par ERIC REED\par \pard\nowidctlpar\fi-511\li511\tx929\i Managing Editor, \i0 Leadership\par \pard\nowidctlpar\i Carol Stream, Illinois\par \pard\nowidctlpar\tx187\tqdec\tx3974\i0\f2\par \pard\cf4\f3\fs29\par } ,m>S$ h 9 } N  c 4  x I  ^ / sD,CL 647-657Fd^5&+CL 632-647jhM^5&*CL 619-6321^5&)CL 605-615^5&(CL 593-605 ^5&'CL 577-590"^5&&CL 555-572#u^5&%CL 540-551lu^5&$CL 527-540u^5&#CL 519-524u^5&"CL 505-519mnu^5&!CL 486-501ƙTu^5& CL 473-486֔:u^5&CL 461-471\b#u^5&CL 445-461u^5&CL 428-441`ou^5&CL 414-428u^5&CL 399-4146u^5&CL 378-395/u^5&CL 361-378Lru^5&CL 343-357HI]u^5&CL 333-341Lu^5&CL 321-333v.8u^5&CL 301-3172l!u^5&CL 275-2950u^5&CL 253-275D7u^5&CL 225-248,u^5&CL 211-223pu^5&CL 197-208u^5&CL 183-197&{lu^5&CL 159-177@Gu^5& CL 146-156 e0u^5& CL 135-146(&u^5& CL 123-131 u^5& CL 109-122R$u^5& CL 091-106u^5&CL 078-086@u^5&CL 067-078u^5&CL 055-065xu^5&CL 047-055u^5&CL 031-044gu^5&CL 017-029,Lu^5&CL 003-014F,u^5&CHURCH LEADERؓu^5, LVALu^5-{\rtf1\ansi\ansicpg1252\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\froman\fprq2\fcharset0 Times New Roman;}{\f2\fswiss\fprq2\fcharset0 Arial;}{\f3\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\lang1033\f0\fs28 CL 003-014\par \par CHAPTER 1\par CHURCH MANAGEMENT\par \par \pard\tx720\tx901\i\par \i0 IN THIS CHAPTER\par The Pastor\rquote s Call to Administer / 003\par Overcoming Overload \b / \b0 004\par Time-Management Strategies \b / \b0 005\par How to Tame the To-Do List \b / \b0 007\par Tools for Personal Organization \b / \b0 008\par Filing for Quick Retrieval \b / \b0 009\par Tips for Maintaining Files \b / \b0 010\par Reading Essentials for the Unorganized \b / \b0 011\par \pard\nowidctlpar\tx249\tx4393\tx4569 How to Know When It s Time to Delegate \b / \b0 011\par \pard\tx720\tx901 Do You Need a Church Administrator? \b / \b0 012\par Distributing the Load \b / \b0 013\par The Ministry of Interruptions \b / \b0 014\par \par \pard\nowidctlpar\tx204\b THE PASTOR\rquote S CALL TO ADMINISTER\par \pard\nowidctlpar\tx720\tx901\b0\i Robert H. Welch, dean of the School of Educa\-tional Ministries and professor of Church Administration at Southwestern Baptist Theological Seminary in Fort Worth, Texas\par \pard\tx720\tx901\i0\par \pard\nowidctlpar\tx204 Lord, we\rquote ve got a problem. I thought you called me into ministry to reach the hurting and to care for the spiritual and physical needs of the people you would lead my way. You never mentioned budgets, committees, carpets, or banquets. \cf1\b I spend more time making decisions about who gets the van, who should repair the boiler, and where we should buy Sunday-school literature than I do preparing my sermon.\rdblquote\par \pard\nowidctlpar\tx941\cf0\b0\par If you have ever shared these sentiments, you may find it helpful to take a fresh look at the role of administration in your ministry. \cf1\b The few times the word \i adLVAL.ministration \i0 appears in the New Testament\-,\i \i0 it is translated from a Greek word that means helmsman.\rdblquote\cf0\b0 The helmsman was indispensable to a ship, for without his direction, the vessel was virtually helpless. The ship could have great ballast, a keel for stability, and a strong sail for power, but without the helmsman\rquote s hand on the tiller, the boat would be tossed about by wind and wave.\par \pard\nowidctlpar\tx266\tx714\par \cf1\b Within the word \i administration \i0 is the word \i minister.\cf0\b0 \i0 We know who ministers are, whether \i we \i0 call them pastors, priests, elders, or clergy, but what ministers do is another matter. A minister\rquote s role is less clearly defined than we might wish, and this can frustrate or anger pastors. Anger can lead to low morale and job dissatisfaction, which in turn may result in burnout or forced termination.\par \pard\nowidctlpar\fi351\qj\tx351\par \pard\nowidctlpar\fi351\qj The roles of a pastor can be divided into two groups: traditional and contemporary.\par \pard\qj\tx351\par \pard\nowidctlpar\fi181\li204\tx720\tx901\b\i 1.\tab Traditional roles\par \pard\nowidctlpar\li351\tx249\tx4393\tx4569\b0\i0 Preparing and delivering sermons \par Leading worship\par \pard\nowidctlpar\tx249\tx4393\tx4569 Administering sacraments\par \pard\nowidctlpar\li351\tx249\tx4393\tx4569 Officiating in church rites (weddings, funerals, etc.)\par Visiting the sick, counseling, and caring for the hurting\par Biblical teaching and new-convert training\par \pard\qj\tx351\par \pard\nowidctlpar\fi181\li204\tx720\tx901\b\i 2.\tab Contemporary roles\par \pard\nowidctlpar\li351\tx249\tx4393\tx4569\b0\i0 Managing and overseeing a church or parish\par Strategizing, planning, and leading church programs and activities\par Developing a budget and managing finances. Overseeing maintenance of the church facility\par Networking with outside church organizations\par Recruiting, motivating, and training staff and church leaders\par \pard\qj\LVAL/tx351\par \pard\nowidctlpar\qj\tx204 Ask ministers to name factors that contribute the most toward an effective church, and they will typ\-ically respond with items from the first list. Less often they will mention administrative and organi\-zational responsibilities. Yet when asked to name the roles that take up most of their time, pastors usually mention administration and organization. Most ministers estimate that 50 to 60 percent of their week is taken up in administrative matters.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\b What Others Expect\par \b0 In addition to their personal expectations for their roles in ministry, pastors encounter the expecta\-tions of other clergy (denominational officers, for instance) and of people in their congregations.\par \pard\nowidctlpar\fi351\qj\tx351 Unrealistic and unclear expectations from oth\-ers are the greatest sources of role conflict for most pastors. That is why I tell students or colleagues about to take a ministry position to \cf1\b make sure that a clearly understood job description is in place. \cf0\b0 Such a job description should identify the ministry tasks to be accomplished, including the administrative chores that go with the job. It should also clarify the top priorities of the position, define who will help a leader make decisions, and explain what will happen if the job proves to be too complex.\par The expectations of church members are of\-ten the greatest challenges for a pastor. Conflict is almost certain when any of the following circum\-stances apply:\par \pard\qj\tx351\par \pard\nowidctlpar\fi227\li187\tx941 A pastor\rquote s tasks are not clearly stated, though parishioners have expectations\par Pastors and/or parishioners fail to accept the pastor as an executive leader\par A pastor must focus energy on pleasing a cen\-tralized, denominational hierarchy at the ex\-pense of meeting congregational expectations\par \pard\qj\tx187\par \pard\nowidctlpar\qj\tx204\b What It Takes to Survive\par \b0 Several years ago, LVAL0\i Christianity Today \i0 discussed the sudden rise in forced terminations of pastors in a major denomination. The article attributed many of these cases to burnout or to conflicts between ministers and their congregations about adminis\-trative expectations. The article noted that the bet\-ter a minister\rquote s administrative and organizational skills, the less likely it was that he or she would be terminated. Ministerial survival depends upon the ability to develop leaders, build support, and achieve a consensus of church \cf1\b goals,\cf0\b0 norms, and values. All of these are administrative functions.\par \pard\nowidctlpar\fi351\qj\tx351 In this chapter, you will find many helpful ideas for making the administration of your ministry more effective and enjoyable.\par \pard\qj\tx351\par \par \pard\nowidctlpar\qj\tx204\b OVERCOMING OVERLOAD\par \pard\nowidctlpar\tx5459\b0\i by Dale Burke, pastor of First Evangelical Free Church of Fullerton, California\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\i0 Every leader must learn the art of juggling. By grouping all my activities into four major catego\-ries and setting aside time for each one, I keep my work balanced with my family time and my spiritual life. Fewer things get dropped.\par \pard\nowidctlpar\li249\tx249\tx4393\tx4569 My four R\rquote s for overcoming overload are \i rest, results time, response time, \i0 and \i refocus time.\par \pard\nowidctlpar\fi181\li249\tx720\tx901\i0 When a juggler gets into a rhythm, he stays for a while, concentrating on his routine. He never thinks of taking a phone call or checking \-his e-mail while flipping knives. Similarly, I focus on one objective at a time, allowing enough time to do it well. I plan my week in large chunks of time\emdash full-day or half-day units\emdash each devoted to one of the four R\rquote s. When I try to do more than one \i R \i0 in a block of time, I get frustrated. My stress level goes up, and my productivity goes down.\par \pard\nowidctlpar\qj\tx204\tx249 So when LVAL1I rest, I truly rest. When I\rquote m in results time\i \i0 I don\rquote t let distractions intrude. When I\rquote m in response time, I give myself away as a humble servant. And when I refocus, I take time to listen to God, reflect, and rethink plans for the future.\par The key is to separate the four categories, then keep them separate.\par \pard\qj\tx249\par \pard\nowidctlpar\qj\tx204\b Rest Time\par \pard\nowidctlpar\tx941\b0 In rest time, I focus on my health, especially in my spiritual life, marriage, and family. God built into creation a universal need for rest, and he commands us to set aside one day a week for it. \ldblquote Remember the Sabbath day by keeping it holy. Six days you shall labor and do all your work, but the seventh day is a Sabbath to the Lord your God. On it you shall not do any work\rdblquote (Exodus 20:8-10). God designed all creation around the principle of\par \pard\nowidctlpar\fi351\qj\tx351 Sabbath rest. We are healthier and more productive\- when we don\rquote t work 24-7.\par \pard\nowidctlpar\tx720\tx901 During rest time, I do absolutely nothing re\-lated to the job. No phone calls, no e-mail, no job-related reading, no quick stops at the church \ldblquote just to check on one thing.\rdblquote\par The congregations I have served have ranged in size from a twenty-eight-member church plant to my current church of more than five thousand. In each setting, one of my best disciplines was tak\-ing Mondays as a Sabbath rest for my wife and me. That has kept me sane and happy under the pressures of ministry. I dedicate one day a week to refreshing my soul and my marriage, and I\rquote ve never regretted the investment.\par \pard\qj\tx255\par \pard\nowidctlpar\fi4144\li249\tx249\tx4393\tx4569\b Results Time\par \pard\nowidctlpar\fi351\qj\tx351\b0 Results time is dedicated to doing \ldblquote main things.\rdblquote Priorities may change as a church grows, job de\-scriptions change, or God begins new things, but whatever the main things are at a given time, they arLVAL2e defined by three characteristics:\par \pard\qj\tx204\par \pard\nowidctlpar\b\i 1.\tab They are mission critical. \b0\i0 A main task is essential to the health and growth of the ministry. It must be done well if the mission is to move forward.\par \i 2.\tab\b They have top priority. \b0\i0 Though a church\rquote s focus will change over time, its leaders must prayer\-fully set priorities and have them approved.\par \b\i 3.\tab They grow out of unique abilities. \b0\i0 Over time, I have reduced the scope of my responsibilities to reflect my unique abilities. \cf1\b Where God-given gifts, passions, and experiences converge, a leader finds his or her unique ability zone.\par \pard\qj\tx204\cf0\b0\par \pard\nowidctlpar\fi351\qj\tx351\cf1\b When we structure our schedule around main things and give them our best effort, we produce our best work.\cf0\b0 Apart from an occasional crisis, we have no excuse for pushing main things into our least-productive times. For me, sermon prepara\-tion is a main thing, so I take most of Wednesday, Thursday morning, and Friday morning for prayer, study, and preparation time. Sermon preparation is blocked out on my schedule every week for now and forevermore, amen.\par \pard\nowidctlpar\tx720\tx901 Dedicating large chunks of time to this main thing allows me to be more productive during other times of the week. I don\rquote t stress out about my sermon on Tuesday when I\rquote m busy with meetings and administrative details because I know that Wednesday is coming.\par \pard\tx1496\par \pard\nowidctlpar\fi227\li714\tx204\tx941\b Response Time\par \pard\nowidctlpar\fi351\qj\tx351\b0 Response time is for cleanup and follow-up. These things are important, but not critical to the church\rquote s mission. As a servant leader, I realize that the people I serve have their own agendas and their own needs. I want to be responsive to them, but I must also protect my rest and results times.\par \pard\nowidctlpar\tx720\tx901 In ministry, unexpected things happen. We may beLVAL3 tempted to pick up little bits of debris here and there, but if we sweep everything together into larger piles and deal with them in good-size blocks of response time, we\rquote ll knock out the work more efficiently. I set aside three afternoons per week for responding to e-mail, voice mail, staff issues, counseling, and other work that flows from the well of ministry.\par \cf1\b Serving the needs of others is important. Meet\-ing those needs, however, is not a leader\rquote s main thing.\cf0\b0 [\cf1\b that\rquote s why we delegate\cf0\b0 ] It is important that we not allow the needs of others to control our times of rest, results, and refocusing. If we first set aside blocks of uninter\-rupted time for rest and results, we can respond joyfully to other people\rquote s needs.\par \pard\qj\tx289\par \pard\nowidctlpar\fi227\li714\tx204\tx941\b Refocusing Time\par \pard\nowidctlpar\fi351\qj\tx351\b0 In refocusing, we take time to assess, adjust, and plan for the future. Life and leadership are con\-stantly changing. Even if our organizations appear stable, the world around us is in flux. When our priorities shift, we learn to refine our unique abili\-ties. If we experience a tough month, we must re\-focus our plans for rest, results, and response.\par \pard\nowidctlpar\tx720\tx901 Refocusing does not mean completely chang\-ing direction. It means taking the opportunity to make the fine adjustments needed to keep life in balance. It asks, \ldblquote Am I getting the rest and results time I need for personal health and the advance of the mission? If not, what changes should I make?\rdblquote\par When I break from my routine to reflect on my ministry, I get fresh insight for maintaining the elusive equilibrium of servant leadership. To provide adequate time and prayer for the small and the sweeping changes that God wants me to make, I find it necessary to refocus on different segments of my life at different times. I use three types of refocus time:\par \pard\qj\tx204\par \pard\nowidctlpar\fi181LVAL4\li260\tx720\tx901\b\i 1.\tab Weekly refocus \b0 time. \i0 Refocusing should be done at the beginning or end of each week. Even a few hours of refocus time per week vastly im\-prove the future. We need to ask ourselves hon\-estly, \ldblquote So, how is it going, really?\rdblquote We must also review the other R\rquote s, asking, \ldblquote Am I resting as I should? Am I maintaining my marriage and fam\-ily to the glory of God? Am I providing prime time for my main thing? Am I responding with a servant\rquote s heart to those who need me?\rdblquote\par \b\i 2.\tab Monthly refocus \b0 time. \i0 Our staff members take a half day every month to get away from the of\-fice. They can go to the beach or the park with a lawn chair, a yellow tablet, and their ministry plan. \ldblquote Reflect, dream, listen to God, and refo\-cus,\rdblquote I tell them. \ldblquote Come back with some fresh goals and adjustments to your priorities.\rdblquote It re\-ally works!\par \b\i 3.\tab Yearly refocus lime. \b0\i0 Some pastors schedule an an\-nual retreat for sermon planning or spiritual re\-freshment. I recommend dividing such retreats into three parts: (1) working on main things, (2) personal growth and enrichment, and (3) re\-freshing your relationship with your spouse.\par \pard\nowidctlpar\tx941\par \pard\nowidctlpar\b\fs36 TIME-MANAGEMENT STRATEGIES\par \pard\nowidctlpar\qj\tx5550\i\fs28 1. Determine your peak production time, and use that time for the tough jobs. \b0\i0 Larks\rdblquote work best in the early morning hours; those who are most effective at night are called \ldblquote owls.\rdblquote Decide whether you are a lark or an owl, and plan your work accordingly.\b\i\par \pard\tx289\tx481\b0\i0\par \pard\nowidctlpar\qj\b\i 2.\tab Don\rquote t try to accomplish difficult tasks in one sitting. \b0\i0 A succession of mini work sessions will probably be more productive than working late into the night on an involved project.\par \pard\tx289\tx481\par \pard\nowidctlpar\b\i 3.\tab Conduct hundred-dollarLVAL5 meetings. \b0\i0 A church member told his committee chairman, \ldblquote I can make at least a hundred dollars any evening I\rquote m working. I\rquote ll be a responsible committee member, but I want you to know that every time I attend a meeting, it costs me a hundred dollars.\rdblquote Acknowledging that everyone\rquote s time was valuable, the committee chairman decided never to hold a meeting worth less than a hundred dollars. With planning and organization, a meeting can be efficient and effective.\par \pard\tx289\tx487\par \pard\nowidctlpar\b\i 4.\tab Use a wastebasket file. \b0\i0 You can add valuable time to your day by throwing junk mail away without opening and reading it. That\rquote s right\emdash you can trash many things before they cross your desk.\par \pard\tx289\tx487\par \pard\nowidctlpar\qj\b\i 5.\tab Ask, \ldblquote What will happen if I don\rquote t do this right now?\rdblquote \b0\i0 If the answer is nothing, consider whether the job needs to be done at all. Often we spend time on relatively unimportant tasks that only matter to us.\par \pard\tx289\tx481\par \pard\nowidctlpar\b\i 6.\tab Use only one calendar. \b0\i0 A busy schedule necessitates a planning calendar, but only one. One calendar on the desk at work, another on the wall at home, and a third one in your briefcase will guarantee trouble. It\rquote s too hard to maintain current information on all three calendars. Use a PDA (personal digital assistant) in sync with your computer or a paper planner such as a Day-Timer or Franklin Covey planner.\par \pard\tx289\tx487\par \pard\nowidctlpar\b\i 7.\tab Consolidate tasks. \b0\i0 Planning often prevents poor performance. Try to return all telephone calls at a particu\-lar time in the day. Write all your letters in one sitting. Check e-mail only twice a day.\par \pard\tx289\tx487\par \pard\nowidctlpar\b\i 8.\tab Visit on the other person\rquote s turf. \b0\i0 This helps to control the length of meetings because it\rquote s easier to end a session when you\rquote reLVAL6 in another person\rquote s office or home than when the other person is visiting you.\par \pard\par \pard\qj\tx260\par \pard\nowidctlpar\b HOW TO TAME THE TO-DO LIST\par \b0\i by Grant McDowell, pastor of Leduc Alliance\par Church in Millet, Alberta\par \pard\qj\tx204\par \pard\nowidctlpar\fi351\qj\tx351\i0 When our staff of two met for a long-term plan\-ning and goals review, my colleague was visibly stressed. \ldblquote My whole life is church,\rdblquote she said. \ldblquote I\rquote m drained by ministry. I want to be able to go home without thinking about work all the time.\rdblquote\par \pard\nowidctlpar\qj\tx204\tx260 We talked about delegating some of her du\-ties, but she was already doing that. When I asked about her schedule, she produced a to-do list with sixty-four items on it. No wonder she felt pres\-sured! Her list included everything from meetings and telephone calls to recruiting ministry leaders and revising ministry positions. With a little help, she realized that more of her duties could be del\-egated, but that still left an intimidating list.\par \pard\nowidctlpar\tx714 Eventually, we arrived at a simple two-step process she could use for keeping her priorities straight and her workload in perspective. She fo\-cused on five priorities and sorted items into man\-ageable blocks.\par \pard\qj\tx204\par \pard\nowidctlpar\li726\b Focus on Five Priorities\par \pard\nowidctlpar\fi351\qj\tx351\b0 The cluttered pages of my colleague\rquote s planner were self-defeating. I suggested she choose no more than five things from her big list of sixty-four and write them on a clean page in her daily calendar.\par \pard\nowidctlpar\tx714 To determine which five to choose, she first evaluated deadlines, beginning with the most ur\-gent. She asked what needed to be done by to\-morrow, then by Sunday. Next she asked, \ldblquote What steps can I take to make visible progress toward long-range goals?\rdblquote By narrowing her focus, she discovered that many tasks were less urgent than LVAL7she had thought.\par After she chose five items, we established a rule: She had to finish all five tasks before she could add a sixth one. Then she could choose up to five more. We made two exceptions to this rule. On Fridays, if she had time, she could choose one more task for the day. And if something on the big list unexpectedly needed immediate attention, it could replace one of the five already chosen. The replaced item then returned to the big list.\par In this way, she controlled the pressure of too many things to do and gained a sense of accomplishment.\par \pard\qj\tx204\par \pard\nowidctlpar\li726\b Sort Items into Manageable Blocks\par \pard\nowidctlpar\fi351\qj\tx351\b0 My colleague also needed to remove the clutter from her monthly calendar. Too many little squares were overflowing with writing. First, we decided that she would only record evening appointments\par \pard\par \trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx896\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx1877\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx2946\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4015\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx5276\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx6537\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx7688\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8748\pard\intbl\fs20\cell Mon\cell Tue\cell Wed\cell Thu\cell Fri\cell Sat\cell Sun\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrsLVAL8\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx896\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx1877\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx2946\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4015\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx5276\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx6537\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx7688\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8748\pard\intbl 9-12:30\cell off\cell off\cell 5 item list\cell Study preparation\cell Study preparation\cell off\cell Sunday school \cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx896\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx1877\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx2946\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4015\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx5276\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx6537\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx7688\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8748\pard\intbl 1:30-3:30\cell off\cell 5 item list phone\cell Staff meeting\cellLVAL9 5 item list\cell unexpected\cell Undefined ministry\cell worship\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx896\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx1877\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx2946\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4015\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx5276\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx6537\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx7688\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8748\pard\intbl 3:30-5:30\cell off\cell people\cell phone\cell People time\cell unexpected\cell People time\cell\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx896\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx1877\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx2946\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4015\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx5276\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx6537\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx7688\clbrdrl\brdrw10\brdrs\clbrdrt\brdrwLVAL:10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8748\pard\intbl 7-9\cell off\cell Open ministry\cell Youth ministry\cell\cell\cell\cell\cell\row\pard\nowidctlpar\qj\f1\par \f0\fs28 in her planner. She would write other appoint\-ments in a day calendar, where they were visible alongside her daily list of five tasks.\par \pard\nowidctlpar\tx714 Next, we developed a master copy of her weekly calendar. We divided each day into three segments: morning, afternoon, and evening. We subdivided the afternoons into two task sessions. Within these boxes, we reserved time for working on the list of five to-dos, study and prayer, relation\-ship building, meetings, and developing new min\-istries. As we assigned tasks to various spaces on the calendar, we discovered there was more time than we thought.\par The plan works. It\rquote s flexible enough to meet the demands of ministry, and it balances ministry, administration, and personal life. It can tame the big list and make it a servant of ministry rather than a tyrant.\par The master calendar at the top of the page helped my colleague plan her activities.\par \pard\qj\tx260\par \pard\nowidctlpar\b TOOLS FOR PERSONAL ORGANIZATION\par \b0\i by James L. Wilson, senior pastor of Lighthouse\par Baptist Church in Seaside, California\par \pard\qj\tx204\par \pard\nowidctlpar\qj\i0 When I entered the ministry twenty years ago, I typed my sermons on a manual typewriter, kept my appointments on the twelve-month calendar my insurance agent gave me, stored my illustra\-tions in a three-by-five-inch card file, and kept my concordance handy for looking up Scriptures.\par \pard\nowidctlpar\qj\tx204 When I left the office, I carried a list of impor\-tant phone numbers, appointments, and a to-do list on a pocket memo pad. I\rquote d use a pay phone to call the office periodically to make sure everything was all right.\par Times have changed! Today I have an office computer equipped with \i WORDsearch, \i0 a software program that includes several Bible translaLVAL;tions, commentaries, maps, and Greek and Hebrew dic\-tionaries; a Palm Desktop for managing personal information; and INFOsearch, a software program that stores and retrieves illustrations. My desktop computer is networked with other church comput\-ers, allowing us to share information and hard\-ware. When I travel, I take a laptop computer with me that will network with our office computers.\par To keep in touch with my congregation, I wear a pager and carry a cell phone at all times. To stay on top of my schedule, I\rquote ve replaced my pocket memo pad with a Palm electronic organizer that is pre\-loaded with a calendar, memo pad, address book, and expense tracker. With the touch of a button on the Palm cradle or modem, the organizer synchro\-nizes itself with software on my desktop computer.\par \pard\qj\tx238\par \pard\nowidctlpar\fi-4745\li5459\tx5459\b More Electronic Helps\par \pard\nowidctlpar\b0 Memory limitations prevent me from loading the entire Bible on my Palm, but Franklin Electronic Publishers offers a palm-size electronic Bible in the King James or New International versions. It includes the complete text of the Old and New Testaments and a built-in searchable concordance to find passages quickly. I can search for Scrip\-ture by keyword as well as by book, chapter, and verse. The electronic version also includes daily devotional verses, storage capacity for up to fifty bookmarks, and adjustable type sizes to make the text easier to read.\par \pard\nowidctlpar\fi351\qj\tx351 Electronic Bibles help pastors save time. \ldblquote With the electronic Bibles, flipping through hundreds of pages is eliminated, so you can spend more time reading passages than searching for them,\rdblquote says Denise Bleidorn, associate product manager of Franklin Electronic Publishers.\par \pard\qj\tx357\par \pard\nowidctlpar\fi181\li141\tx720\tx901\b Low-Tech Helps for Staying Organized\par \pard\nowidctlpar\qj\tx204\b0 Jack Alien, former pastor of Cottonwood Church in Albuquerque, New Mexico, has LVAL<a high-tech of\-fice, but he prefers a low-tech approach to orga\-nizing his ministry on the go. \ldblquote The best system for me is a cheap pen and a legal pad used with a two-page-per-day planner,\rdblquote he says. Every Sun\-day afternoon, Alien uses his legal pad to prioritize a to-do list. Next he sorts the tasks into what he needs to do himself and what others can do. Then he transfers the list to his planner and makes a few phone calls to delegate the other tasks.\par \pard\nowidctlpar Several systems are available, but Alien is cur\-rently using a Day-Timer. \ldblquote It includes the functions that I find necessary\emdash this, last, and next month\rquote s calendars on every page; a page for appointments, expenses, and things to do; and a diary page to track what I actually did,\rdblquote Alien says. He appreci\-ates the high quality and low price of the product and the convenience of finding it online and at most office supply stores.\par \pard\qj\tx357\par \pard\nowidctlpar\b FILING FOR QUICK RETRIEVAL\par \pard\nowidctlpar\qj\tx204\b0\i by Lee Eclov, senior pastor of Village Church in Lincolnshire, Illinois\par \pard\qj\tx204\par \pard\nowidctlpar\i0 I asked a fellow pastor how he organized his files.\par \ldblquote I have a big pile under a rock,\rdblquote he said. \ldblquote The rock is labeled \i R \i0 for \i Religious.\rdblquote\par \pard\nowidctlpar\tx714\i0 Many pastors can relate to that, but because pastoral ministry is an information business, we need effective ways to store and retrieve the in\-formation we need. In any given week, a pastor may need information about evangelism training, a Bible study on I Peter, the rates for local camps, a good illustration on God\rquote s grace, and a three-year-old church policy on building use.\par I haven\rquote t found even two pastors who use the same filing system, but everyone needs some kind of system to be effective in the information side of our work. We all deal with different kinds of files, and it helps to keep themLVAL= separate.\par \pard\qj\tx209\par \pard\nowidctlpar\b\i Biblical/theological files. \b0\i0 This is my most valu\-able information, and little of it goes out of date. For this kind of file, I find that the topic/ subtopic system works best, using three-tab file folders. I use the left-tab folders for fifteen to twenty major headings, organized alphabeti\-cally (except for the Bible files, which are in canonical order). I have Bible\emdash General, Bible\emdash OT Law, Bible\emdash OT History, and so on.\par When a major file gets too large, I use middle-tab folders for secondary headings. For example, Bible\emdash NT Gospels may have general information, but I\rquote ll eventually need a middle-tab file for each of the four Gospels. Then if I collect a lot of information, say, on the Sermon on the Mount, I would create a right-tab folder to be placed behind the Matthew middle-tab folder. Beyond the major sections of Scripture, I create left-tab folders for major themes, such as Church (or Ecclesiology), Jesus Christ, Christian Life, Man (Anthropology), and so on. Once a major left-tab folder grows, I work my way to second- and third-level folders. \par \b\i Records. \b0\i0 Some church documents are filed by date (e.g., weddings, baptisms, funer\-als), whereas others are alphabetical (staff information, product warranties, counselees). Sermons, lessons, and writings can be filed (or cross-filed) by date, topic, or text. Most records can be kept most efficiently on the computer. For example, I have a file called Ministry Records in which I track child dedications (date, name, parents), marriages I\rquote ve performed (date, names, place), conver\-sions through people in our church (date, name, brief summary of the story), baptisms (date, name, approximate age), and funerals (date, name, other information). I also keep a file folder with photocopies of wedding li\-censes and another file of funeral records. \par \pard\nowidctlpar\qj\tx204\b\i Local church and community information. \b0\i0 This inforLVAL>mation is important to me because I serve a particular church in a specific community (there are some exceptions, such as denomi\-national information). Therefore, I keep this information separate from the biblical/theo\-logical files. One could also keep local church information separate from community files. The local church files, in alphabetical order, cover all committees, budgets, policies, and ongoing projects. Records can also be included in this file drawer. Different colored label can further help to identify different kinds of infor\-mation.\par \pard\nowidctlpar\tx941 Community-related files include local busi\-nesses and services I use regularly (e.g., book\-stores, office-supply stores), local ministerial information, camps, parachurch organizations, counseling and social service offices, and local government offices. Resources such as direc\-tories, time-sensitive catalogs, and business cards can also be kept in this general file.\par Though it is a bit messier I keep some of these files\emdash the ones I use almost every week\emdash in the file drawer of my desk. Files that I use less frequently are in a file cabinet. \par \b\i Library. \b0\i0 Most pastors keep their books in logi\-cal groupings (e.g., commentaries, theologies, pastoral helps). General categories such as these probably work adequately until a library grows large (two thousand volumes or more). Then you may need to use a formal library sys\-tem such as the Dewey decimal system.\par For many pastors, keeping track of books they\rquote ve loaned is a problem. Do not rely on your memory\emdash or the memory of those who borrow your books! Be sure that anyone who borrows a book signs it out on a clipboard or card with their name, the book title, and date. \par \b\i Illustrations. \b0\i0 Keeping track of illustrations and quotations is a special challenge because of the sheer volume of material a diligent col\-lector may accumulate and because a good illustration might be categorized under several topics. Online systemsLVAL? (such as PreachingTo\-day.com) provide access to large databases of current and well-researched material, but they do not allow you to add your own. Some flexible databases can be purchased (see www. infosearch.com), or you can create your own. \b\i Computer \b0 files. \i0 Many of our most important files today are digital, and the computer makes these files easy to manage. Still, the My Docu\-ments folder in Windows can quickly become My Mess if you\rquote re not careful. The capacity to keep files in folders, to create levels of folders, to sort material alphabetically or by date, and to search all documents for a misplaced file has revolutionized filing for all of us. Generally, you can use these systems to keep track of long-term information.\par \pard\nowidctlpar\tx720\tx901\par Two suggestions: (1) Back up files regu\-larly and keep valuable backup files in a sepa\-rate place; and (2) Take seldom-used material off your computer and store it elsewhere. This saves space and keeps your working files cleaner and less complicated.\par \pard\nowidctlpar\fi181\li720\tx720\tx901\par \pard\nowidctlpar\fi351\qj\tx351\b TIPS FOR MAINTAINING FILES\par \pard\nowidctlpar\tx720\tx901\i 1. Think ahead, particularly if you are a student or young pastor. \b0\i0 Will the system you are cre\-ating expand well over the years, or are you creating a monster that will eventually swallow your information whole and refuse to give it back?\par \pard\nowidctlpar\b\i 2.\tab Keep up with your file management. \b0\i0 Filing seldom seems as important as other duties, but information that is not properly filed soon becomes useless. You won\rquote t remember what you have, and even if you do, you won\rquote t be able to find it.\par \b\i 3.\tab Don\rquote t save everything\emdash only \b0\i0 what you can\rquote t readily access elsewhere (such as the Inter net, church files, or your local library). For example, don\rquote t save whole magazines. You will probably never look at them again. Tear out only the best material LVAL@and file it appropriately. Pastor Tom Cowan offers tips for creating a helpful database of articles at {\field{\*\fldinst{HYPERLINK "www.wordstudypublishing.com/Filing_System.htm"}}{\fldrslt{\cf1\ul www.word\-studypublishing.com/Filing_System.htm}}}\cf0\ulnone\f0\fs28 .\par \b\i 4.\tab Use a published system, \b0\i0 if you can find some\-thing that works for you. One popular com\-puter-based system adaptable to all kinds of uses can be found at {\field{\*\fldinst{HYPERLINK "www.thepapertiger.com"}}{\fldrslt{\ul\cf1 www.thepapertiger.com}}}\f0\fs28 .\par \pard\nowidctlpar\tx720\tx901\b\i 5. Be consistent with headings and topics. \b0\i0 Use God, Power of\rdblquote rather than Power of God.\rdblquote Either use an established system or keep a written list of your topics so you can scan it easily when choosing where to file an item.\par \b\i 6. Deal with cross-filing. \b0\i0 How do you file some\-thing that fits more than one subject? Would you file information on the Sabbath under Exo\-dus, Spiritual Disciplines, or S for Sabbath? One simple solution is to put a note, perhaps on a particular color of paper, in a secondary folder that indicates the location of a pertinent item.\par \pard\nowidctlpar\qj\tx204\i\emdash Lee Eclov\par \pard\i0\par \pard\nowidctlpar\fi181\li720\tx720\tx901\par \pard\nowidctlpar\b HOW TO KNOW WHEN IT\rquote S TIME TO DELEGATE\par \b0\i by Kent R. Davies, a freelance writer living in Anacortes, Washington\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\i0 When lay leaders hear their pastor speak of over\-work, they often echo the words of Jethro, Moses\rquote father-in-law: \ldblquote You\rquote ve got to delegate more.\rdblquote But pastors often face a bind that others don\rquote t recog\-nize. Like Moses, we sometimes must learn to trust others with responsibilities that we\rquote re reluctant to give up, but we also know that just because it would be nice to delegate some jobs doesn\rquote t mean there are people lining up to help. Here are some guidelines fLVALAor navigating this organizational challenge:\par \pard\qj\tx204\par \pard\nowidctlpar\fi227\li170\tx941\b\i Keep a personal activities log to determine what you can delegate. \b0\i0 For about a month, make a list of every task you do and every decision you make. Then identify which tasks and deci\-sions you might delegate. Which are rare or occasional duties and which are regular? Pri\-oritize the list and consider what two or three top responsibilities could be delegated. \i Consider to \b whom you might \b0 delegate these \b du\-\b0 ties. \i0 Begin with prayer. If the Lord wants these responsibilities off your plate, he will prepare someone to help you. Ask other leaders for suggestions. Go through your directory. Warn\-ing: Sometimes when you publicize a need, you get an unqualified volunteer. Turning that person down can be awkward.\par \pard\nowidctlpar\tx720\tx901\i When \b you\rquote ve chosen someone, meet with him or \b0 her. \i0 Help the person understand this task as a significant ministry\emdash to you, if no one else. Tell the person why you selected him or her and what this person\rquote s help would mean to you. Before the meeting ends, pray with the person about the task.\par \b\i Be specific about the job. \b0\i0 If you aren\rquote t clear about what you want done, you can\rquote t expect someone else to fill in the blanks. Be clear about deadlines, but don\rquote t expect too much too soon. Discuss what to do when you are gone. After the meeting, send a note or e-mail sum\-marizing the task in writing, with the agreed-upon details and deadlines.\par \pard\nowidctlpar\b\i Delegate the authority needed to do the job\b0 . \i0 When you ask someone to do a job, give that person the authority and the budget to com\-plete it. Assure the person of your availability, but explain that you won\rquote t micromanage. \par \b\i Give the person an out. \b0\i0 Agree on a three-month trial period, or ask a person to try a new task four or five times and let you know what they think. People are LVALBmore likely to try something if it doesn\rquote t obligate them indefinitely. \par \b\i Maintain accountability. \b0\i0 As a supervisor of delegated tasks, you are still accountable for their completion. A busy pastor delegates many jobs, so it can be difficult to monitor ev\-eryone\rquote s progress. Put reporting deadlines on your calendar so you won\rquote t forget to follow up. \b\i Say thanks often. \b0\i0 Do not take people for granted, especially volunteers. Write a thank-you note after they finish a task. When you pass people in the hall, remind them of how much you appreciate their efforts. Ask occa\-sionally if they have everything they need.\par \pard\nowidctlpar\tx720\tx901\cf1\b\i Remember that you are shaping a disciple of Jesus.\cf0 \b0\i0 This is your opportunity to help others grow by doing. Encourage their initial efforts, give them space to find their own way of doing things, and let them learn from their mistakes.\par \pard\nowidctlpar\tx941 You may be Pleasantly surprised at how cre\-ative people are when they have freedom to grow. Remind them to pray through the tough spots, and help them remember that this is a ministry to the Lord.\par \pard\par \pard\nowidctlpar\qj\tx204\b READING ESSENTIALS FOR THE UNORGANIZED\par \pard\nowidctlpar\fi-1\li181\tx5459\b0\i Church Administration: Creating Efficiency for Effective Ministry \i0 by Robert Welch (Broadman & Holman, 2005). \i Feeding and Leading: A Practical Handbook on Administration in Churches and Christian Organizations \i0 by Kenneth 0. Gangel (Baker, 2000).\par \pard\tx181\par \pard\nowidctlpar\tx5459\i Leadership Handbook of Management and Administration \i0 edited by James D. Berkley \i (Christianity Today/ \i0 Baker, 1994).\par \pard\tx181\par \pard\nowidctlpar\fi-1\li181\tx5459\i Learning to Lead: Bringing Out the Best in People \i0 by Fred Smith \i (Leadership/Word, \i0 1986).\par \pard\tx181\par \pard\nowidctlpar\fi-1\li181\tx5459\i Management Challenges for the Twenty-first Century \i0 by Peter Drucker (HarpLVALCerBusiness, 1999).\par \pard\nowidctlpar\li726\tx714\i The Time Crunch: What to Do When You Can\rquote t Do It All \i0 by John Maxwell \i (Christianity \i0 Today/Multnomab, 1993).\par \par \pard\nowidctlpar\li277\b DO YOU NEED A CHURCH ADMINISTRATOR?\par \pard\nowidctlpar\li255\tx204\b0\i by John R. Throop, founder of the Summit Group\par \pard\tx255\par \pard\nowidctlpar\fi56\li153\tx153\tx209\i0 1.\tab Can you describe the latest changes in the tax code affecting church employees?\par 2.\tab What specific elements in your state\rquote s personnel laws affect hiring procedures at your church?\par 3.\tab Has the community group using your church\rquote s multipurpose room next Thursday night signed a building use form and liability waiver?\par \pard\nowidctlpar\tx402\tx958 4. What are your church\rquote s cash-flow projections for next month?\par \pard\nowidctlpar\fi56\li153\tx153\tx209 5.\tab Did the church remember to send a card to people in the congregation whose birthday is this month?\par \pard\tx221\tx402\par \pard\nowidctlpar\fi221\tx221 How did you answer those questions, with dif\-ficulty? Over the past twenty years, the business affairs of most congregations\sub \nosupersub have become mind-\-numbingly complex. Pastors often oversee facili\-ties management, personnel matters, finances, and tax issues while maintaining their preaching and teaching ministries and developing lay ministries. A secretary or administrative assistant \i may \i0 not be able to keep pace with specialized knowledge, and volunteers can easily be overwhelmed. In an effort to restore sanity, many churches are hiring busi\-ness administrators, who are charged with careful oversight of the congregation\rquote s\sub \nosupersub affairs.\par \ldblquote When you\rquote re dealing with millions of dollars in church financial and property assets, you really need someone trained to focus on those things,\rdblquote says Brian Bakeman, business administrator for St. Luke\rquote s United Methodist Church in OklahomLVALDa City, which has an average Sunday attendance of about one thousand.\par \pard\nowidctlpar\tx5459\par \b DISTRIBUTING THE LOAD\par \pard\nowidctlpar\fi351\qj\tx351\b0 Pastor Rick sighed before venting his frustrations to the church board. \ldblquote I feel like all I do is put out fires. Don\rquote t get me wrong\emdash I want to help people when they come to me with their problems. But it seems like I never have time to work with the healthy people who can make a difference because I spend all my time responding to people with problems. We really don\rquote t have the resources or the personnel to help these people so that I can concentrate on being the pastor God called me to be. I\rquote m asking you for some help.\rdblquote\par \pard\tx1434\par \pard\nowidctlpar\fi181\b\i What Would You Do?\par \pard\tx1451\par \pard\nowidctlpar As a member of the church board, what observations would you share with Pastor Rick?\par \pard\tx1638\par \pard\nowidctlpar What steps would you take to help him focus on his other pastoral responsibilities?\par \pard\tx1638\par \pard\nowidctlpar How would you address the void that might be created if the pastor refocused his priorities?\par \pard\tx1638\par \pard\nowidctlpar\fi181 What Happened\par \pard\tx1451\par \pard\nowidctlpar\qj\b0\i0 The board chairman began asking Pastor Rick how he spent his time. Before long, the board agreed that Pastor Rick\rquote s concerns were legitimate. Board members began to explore solutions. Someone suggested that the board should help the pastor identify potential leaders.\par \pard\nowidctlpar Be proactive about meeting with these potential leaders,\rdblquote the chairman suggested. That way, you can control your schedule. People who come for spiritual care will have to work around your schedule instead of expecting you to work around theirs.\rdblquote\par Another person suggested that board members should increase their duties. A couple of members admitted their reluctance to do so due to lack of experience and sLVALEaid that training sessions would be helpful. The board also decided to challenge the church\rquote s small-group leaders to assume a greater role in spiritual care.\par \pard\tx289\f2\fs18\par \pard\nowidctlpar\fi221\tx221\b\f0\fs28 Wearing Many Hats\par A \b0 church administrator must wear many hats, says Simeon May, CEO of the National Association of Church Business Administrators (NACBA) \ldblquote An administrator deals with all aspects of church fi\-nances, food service operations information tech\-nology, office management, human resources, transportation, and committee work. It\rquote s his or her responsibility to stay current with laws, court rul\-ings, and current tax issues that the senior pastor doesn\rquote t have time to focus on.\rdblquote\par \pard\nowidctlpar\fi249\tx249 If a church, even a small one, has an endow\-ment, additional property, a day care, or signifi\-cant grant income, a business administrator can be a huge help. \ldblquote Whether the position is salaried or on a volunteer basis, the administrator\rquote s job is simply to focus on what it takes to run a church,\rdblquote says Janice Johnson, business administrator for First Baptist Church in Greenville, South Carolina.\par \par \pard\nowidctlpar\li726\tx204\tx714\b Do We Need One?\par \pard\nowidctlpar\qj\b0 When should a church hire a business administra\-tor? May says that if a church has a Sunday atten\-dance of three hundred to five hundred people or more and a budget of five hundred thousand dollars or more, the management issues it faces are com\-plex enough to require an on-staff administrator. \ldblquote With that size congregation, the pastor can\rquote t do everything, and the issues are more complex than what a church secretary can normally handle.\rdblquote\par \pard\nowidctlpar\tx226 Volunteers can help, but at some point having a paid staff member becomes a better option. \ldblquote As the church grows, it becomes less efficient for lay leaders to manage finances and property. There\rquote s onlLVALFy so much volunteer time that people can give without feeling overwhelmed.\rdblquote\par \pard\nowidctlpar\li726\tx226\par \pard\nowidctlpar\fi351\qj\tx351\b On-the-Job Challenges\par \pard\nowidctlpar\tx720\tx901\b0 Church administrators work long hours, and no two days are the same, says Janice Johnson. \ldblquote I eas\-ily work fifty-five to sixty hours a week, including two nights a week for meetings. I start my morn\-ings by dealing with e-mail at home, and then hit the ground running when I get to church. You can\rquote t have an agenda when you start the day, be\-cause it will change right away.\rdblquote\par \pard\nowidctlpar Some tools make work easier for church ad\-ministrators. Johnson accomplishes a lot through voice-mail distribution of announcements and policy reviews to staff. Brian Bakeman makes extensive use of financial management and facili\-ties software, multimedia software for the Sunday morning worship services, and desktop publish\-ing software for church communications.\par Workshops offered at national conferences and seminars in human resource issues, financial man\-agement, and professional communication can further hone an administrator\rquote s skills. Bakeman prefers attending business management seminars one year and seminars in Bible, Christian educa\-tion, or spirituality the next. Janice Johnson finds pastoral care and interpersonal communication workshops helpful.\par \par \pard\nowidctlpar\qj\b Where to Worship\par \pard\nowidctlpar\tx720\tx901\b0 Another challenge facing church administrators is whether or not to be a member of the church where they work. Ten Vasicek, an administra\-tor in Aurora, Colorado, believes that separating work from worship has helped her be more effec\-tive on the job. It also allows her time to rest. \ldblquote If you want to maintain a spiritual life, you have to worship in a place where people don\rquote t know you as the one who has the keys or can fix a leaky faucet,\rdblquote she says.\par \pard\nowidctlpar Simeon May sLVALGays that some business admin\-istrators are uncomfortable being members of a church where they know the members\rquote stew\-ardship details. However, there are no clear guidelines, he says. Some administrators have no problem being a member of the church they serve. Janice Johnson and Brian Bakernan con\-sider themselves members of the church\rquote s ministry team so they see value in being associated with the congregation. \ldblquote For me, it all comes together on Sunday mornings,\rdblquote says Johnson.\par \pard\nowidctlpar\fi4144\li249\tx249\tx4393\tx4569\par \pard\nowidctlpar\b THE MINISTRY OF INTERRUPTIONS\par \pard\nowidctlpar\qj\tx204\b0\i by Gordon MacDonald, editor-at-large of \i0 Leader\-ship \i and chairman of World Relief\par \pard\nowidctlpar\tx720\tx901\i0 A day at the office for Richard Wolf almost always started the same way. After parking his car, he would enter the administrative suite through a limited-access back door, head for his assistant\rquote s desk, and hand her his PDA to download the latest version of his schedule.\par \pard\nowidctlpar He would then walk swiftly to his office and shut the door. He had learned that if he moved fast and kept his eyes down as if deep in thought, people would leave him alone. His \ldblquote I\rquote m carrying the weight of the world; don\rquote t interrupt me\rdblquote pos\-ture had become a trademark.\par At his desk, Wolf would examine his updated calendar. One Monday morning, he muttered a bad word when he checked his PDA and saw that every hour had been crammed with administra\-tive meetings and staff appointments. Every other day of the week was similarly overcrowded.\par His frustration was due to promises he\rquote d made to his wife and son at breakfast. He had committed himself to an afternoon with Hannah to see the fall foliage, and he had assured his middle-school son that he\rquote d be at a Thursday afternoon soccer game. But according to his PDA, the family time wasn\rquote t going to happen.\par \pard\nowidctlpLVALHar\fi227\li714\tx941\i Everyone owns a piece of me, \i0 he thought. \i When did this stop being fun?\par \pard\nowidctlpar\fi-69\li249\i0 Seven years earlier, Wolf had preached his first sermon to a congregation of a couple hundred. Before long, the congregation had begun to grow. With growth had come building programs, an en\-larging staff, a multilayered organization of min\-istries and programs, and invitations to speak at schools and conferences.\par \pard\nowidctlpar\fi4144\li249\tx249\tx4393\tx4569\par \pard\nowidctlpar\fi351\qj\tx351 Seven years ago, Wolf had been accessible, with his home phone number listed in the bulle\-tin. He was visible at most church functions. In those days, the church literature called him \ldblquote Pas\-tor.\rdblquote But now his title was \i Senior \i0 Pastor. Someone noting this had said\emdash kiddingly, of course\emdash\rdblquote You can see a \i pastor \i0 anytime, but you have to make an appointment to see a \i senior pastor \i0 on \i his \i0 time and on \i his \i0 turf.\rdblquote\par Wolf looked at his schedule for Monday. It included a strategic planning meeting, a budget session, a staff-training function, and fifteen min\-utes with the head of the personnel committee. That was just the morning. In the afternoon, he would meet with the executive minister, visit with a missionary family, and talk to two staff pastors who were upset about a revision in the reporting structure. He had to give a brief greeting to the women\rquote s Bible study, say a few words at a twen\-tieth-year celebration lunch for the church book\-keeper, and participate in a conference call with a college board on which he served.\par The elders would meet that evening, and the finance committee had asked if Wolf could see them for thirty minutes after the other meeting was over. \i Somewhere in the middle of all this mad\-ness, \i0 Wolf thought, \i there has to be some time to outline next Sunday\rquote s sermon. \i0 He always tried to do that by Monday night.\par \pard\qj\tx277\pLVALIar \pard\nowidctlpar\fi181\li720\tx720\tx901\b Unscheduled Interruption\par \pard\nowidctlpar\fi-69\li249\b0 In the grip of the day\rquote s schedule, Wolf bumped into a woman who was standing at the receptionist\rquote s desk. Not recalling her name, he asked a generic, \ldblquote Hey, how\rquote re you doing? Being taken care of?\rdblquote\par \pard\nowidctlpar\fi351\qj\tx351\ldblquote Pastor, I was hoping I\rquote d find you here,\rdblquote she said. \ldblquote Do you have a few minutes?\rdblquote\par \pard\nowidctlpar\fi-63\li243\i Honestly? No.\par \pard\i0 The finance people were waiting, so Wolf ratch\-eted up the charm. \ldblquote You know, I\rquote m afraid I don\rquote t. Why don\rquote t you see if my assistant can get you on the calendar for later,\rdblquote he said, knowing it wouldn\rquote t happen. The next open slot for appointments with church members was two or three weeks away. Perhaps she could meet with one of the pastoral care people.\par \par \pard\nowidctlpar\fi351\qj\tx351 Three days later, Wolf\rquote s assistant informed him that a church member had taken his own life. When he heard the name, he recalled the woman in the reception area. She was the dead man\rquote s wife.\par When guilt brought him to visit her at the fu\-neral parlor (he didn\rquote t usually attend wakes), Wolf learned that the woman had come to the church office that Monday seeking counsel about her hus\-band, who had been out of work for six months, was drinking, and seemed unusually withdrawn. She had thought that if the pastor called him, it might lift his spirits. \ldblquote He always admired you and hoped that he could talk with you. But everyone knows how busy you are,\rdblquote she said, as they stood by the open casket.\par \pard\qj\tx266\par \pard\nowidctlpar\fi181\li720\tx720\tx901\b Another Interruption\par \pard\nowidctlpar\qj\tx204\b0 The next day, Wolf was heading to a worship-plan\-ning meeting when his assistant said, \ldblquote There\rquote s an old man here, a John ShepherdLVALJ, who says he\rquote d like to meet you. He\rquote s not in our database. But\emdash\rdblquote\par \pard\nowidctlpar\fi351\qj\tx351\ldblquote What does he look like?\rdblquote\par When she described the man, Wolf looked startled. \i\ldblquote The \i0 John Shepherd? The man I\rquote m think\-ing of was one of the best preachers in America twenty-five years ago. I thought he\rquote d died.\rdblquote\par \ldblquote Well, he just wants to say hello. I could\emdash\rdblquote\par \ldblquote No, I\rquote ll meet him. Tell the music people I\rquote ll be right there.\rdblquote\par Wolf\rquote s intuition was correct. The man was \i the \i0 John Shepherd.\par He invited the visitor to his office. As they sat down, Shepherd said, \ldblquote I hear your name often, and I read things you write. I\rquote ve said to myself many times, \lquote If ever I get a chance, I\rquote ve got to meet you.\rquote Been in the area visiting my daughter and real\-ized that your church was nearby. So she drove me over.\rdblquote\par Wolf said he was pleased that Shepherd had stopped in. Soon they were into an energetic con\-versation about ministries, leadership priorities, the health of the Christian movement, and other things that pastors like to discuss. Then, without warning, Shepherd asked, \ldblquote So, is your work here satisfying?\rdblquote\par \ldblquote What does \i satisfying \i0 mean?\rdblquote Wolf asked. \ldblquote Did \i you \i0 feel your work was satisfying?\rdblquote\par Shepherd nodded. \ldblquote Yeah, I did. And \i my \i0 life remains satisfying. Even after retiring from the church, I haven\rquote t stopped being a pastor. It\rquote s in my blood, I guess. There are many times when I\rquote m involved with someone, and I say to myself, \lquote I was made for this!\rquote That\rquote s very satisfying.\rdblquote\par \ldblquote What kind of involvements are you talking about?\rdblquote Wolf asked. \ldblquote My life around here is all meetings. How did you lead a large church and stay, as you put iLVALKt, \i satisfied?\rdblquote\par \i0\ldblquote I maintained a nose for \lquote pastorable\rquote moments and built my ministry around them,\rdblquote Shepherd said. \ldblquote You know, those little surprise meetings with people in need of spiritual care. I resisted the temptation to see myself exclusively as a preacher and an organizational leader. I decided I would seize as many chances as I could to connect with individuals who were looking for hope, assurance, prayer; guidance, and\emdash let\rquote s call it \i pastoral tender\-ness. \i0 Every once in a while, I\rquote d even have a chance to introduce someone to Jesus.\rdblquote\par \ldblquote You\rquote re not saying that a guy should sit around and wait for people to come to him, are you?\rdblquote Wolf asked.\par \ldblquote Of course not,\rdblquote Shepherd said. \ldblquote You\rquote ve got to maintain spiritual disciplines, study, and meet with your leadership team. But organizational activities grow to fit all the calendar space you\rquote re willing to give them. They make you feel important, in charge. You can\rquote t fall for that seduction.\par \ldblquote Pastorable moments, on the other hand, force you to think like a servant. They introduce you to areas of life you\rquote d rather avoid. They remind you that there are some questions with no answers and problems with no solutions. You mustn\rquote t hide from them, Richard.\rdblquote\par \pard\nowidctlpar\fi181\li720\tx720\tx901 Wolf wanted to cry. Inner frustrations he\rquote d been denying recently now threatened his composure, and his voice almost cracked. \ldblquote A church this size insulates you from what you\rquote re describing. They\par call you a pastor, but you\rquote re \i not \i0 a pastor in the strictest sense,\rdblquote he said. \ldblquote You\rquote re just doing meet\-ings about programs and politics.\rdblquote\par \pard\nowidctlpar\fi351\qj\tx351\ldblquote Tell me, Richard. What is your wife saying these days?\rdblquote\par \ldblquote Hannah?\rdblquote LVALWolf laughed. \ldblquote I\rquote m expecting a come-to-Jesus talk about our home life any day. She sees me going 24-7, and we\rquote re getting almost no time together. I\rquote ve missed three of my boy\rquote s soccer games.\rdblquote\par Shepherd looked at him intently. There were things about this young man he instinctively loved. Who could have known that he\rquote d walk in here and become the younger man\rquote s pastor for a few minutes? \ldblquote Richard, this isn\rquote t about large or small churches. I\rquote ve had both. It\rquote s about resisting the temptation to lose touch with real people and real issues. If ministry has become all about pro\-grams, you\rquote ll dry out.\rdblquote\par \ldblquote So what should I do?\rdblquote\par \ldblquote Tell your staff and your elders that you\rquote re no longer going to live by a schedule that isolates you from true ministry moments. Tell them you need for them to flex with you on those occasions when you feel the need to put pastorable moments first. They\rquote ll get used to it.\par \ldblquote And read everything you can about St. Fran\-cis. If ever there was a patron saint of pastorable moments, it was he. He was quite clear about the devilish ways of institutionalism. He never stopped hugging lepers and blessing children and finding bread for the poor.\rdblquote\par Finally, reluctantly, Wolf stood up. \ldblquote Tell me,\rdblquote he said to Shepherd. \ldblquote What do you think made you come here today?\rdblquote\par \ldblquote Well, as I said, I was in the area, and my daughter mentioned your church. I don\rquote t know.\rdblquote He shrugged as if it were a mystery to him. \ldblquote I just felt a pastorable moment coming on, and so I said...\rdblquote\par \pard\tx204\par \pard\par \cf2\f3\fs29\par } LVALu^5M{\rtf1\ansi\ansicpg1252\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\froman\fprq2\fcharset0 Times New Roman;}{\f2\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\lang1033\f0\fs28 CL 017-029\par CHURCH BOARDS\par \par IN THIS CHAPTER\par \par BUILDING A BETTER BOARD 017\par WHAT TO CONSIDER WHEN CHOOSING BOARD MEMBERS 018\par HOW TO TURN COMMITTEES INTO TEAMS 019\par WHY SOME COMMITTEES FAIL 020\par ESSENTIAL TRAITS OF A BOARD MEMBER 021\par HOW TO ORIENT NEW BOARD MEMBERS 021\par ASSESS YOUR LEADERSHIP STYLE 022\par WHAT IS YOUR LEADERSHIP STYLE? 022\par WHEN LEADERSHIP STYLES CLASH 023\par PERSONAL GROWTH ON THE BOARD 024\par WAYS TO WORK WITH A CHURCH BOARD 025\par HOW TO TEACH YOUR BOARD TO PRAY 026\par PRAYING AS A BOARD 027\par PASTORING THE BOARD 029\par \par \pard\nowidctlpar\tx204\b BUILDING A BETTER BOARD\par \b0\i An interview with Larry W Osborne, pastor of North Coast Church in Vista, California, and author of \i0 The Unity Factor, \i a book about creating healthy church boards\par \pard\tx204\par \pard\nowidctlpar\tx204\b What made you write a book about church boards?\par \b0\i0 When I came to the small, eighteen-month-old North Coast Church, I made the mistake of not meeting the needs of our lay leaders. They were hurting but were saying, \ldblquote Come on, let\rquote s go meet the needs of the world out there.\rdblquote That caused some things to go sideways for the first three years. We grew by only one person. Then it dawned on me that we were never going to be healthier than our leadership team, so I switched my focus to the inner group that God had given me\emdash our board of elders.\par \pard\tx204\par \pard\nowidctlpar\tx204\b\i What exactly did you do?\par \b0\i0 We shifted where we met and when we met, and I got involved with deciding who would be on the board. I realized that no one trains lay leaders on how to lead the church, so I began to trainLVALN them instead of just giving them more theology. They needed to know how to lead the church.\par \pard\tx204\par \pard\nowidctlpar\tx204\b\i What did you teach them?\par \b0\i0 I exposed them to things I had learned in semi\-nary, at conferences, and in pastoral journals.\par I taught them everything from church-growth principles to group dynamics. We talked about our philosophy of ministry, and I trained our elder board in the material before we needed it. My goal was to help them think like pastors, with the focus on what it means to lead a volunteer organization. The church is not a business and should not be led like a trucking company.\par \pard\nowidctlpar\b\i\par When\b0 \b building an elder board, what do you look for?\par \pard\nowidctlpar\qj\b0\i0 First, we make sure that potential elders don\rquote t have glaring weaknesses. \cf1\b We look for the biblical qualifi\-cations described in 1 Timothy 3 and Titus 1.\par \pard\nowidctlpar\fi272\qj\tx2743\cf0\b0 Second, we look for people who fit our philoso\-phy of ministry. Just because someone is spiritually mature and attends our church doesn\rquote t mean he or she has a right to completely change its direc\-tion. Third, we look for team fit. We ask what our leadership team needs right now. That changes. It\rquote s like a sports team\emdash you can\rquote t win a champion\-ship with five Shaqs. Somebody\rquote s got to bring the ball up the court.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\b\i How can a leadership group work as a team?\par \b0\i0 For one thing, make sure your group is the right size. I suggest no more than twelve people. If you have too many people, you\rquote ll have trouble keep\-ing the lines of communication flowing. Frankly, it\rquote s the slightly too-large board that often gets the ticking-time-bomb member when the board is try\-ing to fill one last slot.\par \pard\nowidctlpar\fi187\qj\tx187 Next, spend time together. \cf1\b The more time we spend together, the more we like and understand one anothLVALOer. Too many boards gather, pray, do business, and go home. I look for ways to play, socialize, and have fun together.\par \cf0\b0\par \pard\nowidctlpar\fi238\qj\tx238 Then, create shared experiences. Training helps us to develop a common language and back\-ground. That doesn\rquote t necessarily mean we agree on all things, but it helps us understand each other better when we disagree.\par \pard\qj\tx238\par \pard\nowidctlpar\qj\tx204\b\i What is the purpose of a church board? What should members see as their function?\par \b0\i0 That changes as the church changes. In a small church, the board helps a pastor get the job done. In a larger church, the board helps a pastor make and communicate good decisions. In very large churches, which are usually staff-led, a board acts as the brakes of the organization, offering wise counsel rather than hands-on leadership. Board members are also a crisis team in waiting.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\b\i What\b0 \b do you do when your team isn\rquote t function\-ing like one?\par \b0\i0 First, we pray. All the leadership understanding and insight in the world can\rquote t substitute for making sure that the Lord\rquote s hand is guiding us in what to do.\par \pard\nowidctlpar\fi238\qj\tx238 Second, if the relationships are really a strug\-gle, more talk usually doesn\rquote t get anywhere. Bring in a consultant to help.\par \pard\qj\tx238\par \pard\nowidctlpar\qj\tx204\b\i How can you keep a board healthy?\par \b0\i0 Remember that you are a unit, whether you\rquote re the pastor or a board member. I\rquote m a strong leader, but when my board says no, it\rquote s no; and when my board makes a decision that\rquote s not the one I want, it\rquote s \i our \i0 decision, not theirs. If a decision is ten to one, that one person has to walk with the rest of us, saying, this is what the Lord has led us to do.\rdblquote\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\b\i Recall a time\b0 \b when your board was forced to face a difficuLVALPlt situation. What happened?\par \b0\i0 Three years ago, serious allegations were made against me as a leader, and the board took them seriously. I wanted them to immediately say, \ldblquote Those charges are bogus,\rdblquote but a healthy board is not composed of yes-men. They got to the bot\-tom of the allegations, and once they had, they supported me and helped us all to move on. As a result, we came through the situation with stron\-ger relationships.\par \par \pard\nowidctlpar\fi187\qj\tx204\b\i Can you suggest some resources to help other boards learn how to function effectively?\par \pard\nowidctlpar\tx204\b0\i0 The materials we\rquote ve used for leadership training at North Coast Church include the following:\par \pard\tx204\par \pard\nowidctlpar\li260\tx260\i The Unity Factor \i0 by Larry W. Osborne (avail\-able at {\field{\*\fldinst{HYPERLINK "www.northcoastchurch.com"}}{\fldrslt{\ul\cf1 www.northcoastchurch.com}}}\f0\fs28 )\par \i Good to Great \i0 by Jim Collins (HarperCollins,\par 2001)\par \pard\nowidctlpar\li306\tx306\i The Contrarian\rquote s Guide to Leadership \i0 by Steven\par \pard\nowidctlpar\fi-284\li544\tx260\tx544 B.\tab Sample (Jossey-Bass, 2002)\par \pard\nowidctlpar\li306\tx306\i The Five Dysfunctions of a Team \i0 by Patrick\par \pard\nowidctlpar\li260\tx260 Lencioni (Jossey-Bass, 2002)\par \pard\nowidctlpar\qj\tx204\par \pard\nowidctlpar\tx204\b HOW TO TURN\par COMMITTEES INTO TEAMS\par \b0\i by Roberta Hestenes, minister-at-large with World\par Vision\par \pard\tx204\par \pard\nowidctlpar\li260\tx204 1.\tab\b Decide who serves.\b0 \i0 Choose leaders already in\-volved in ministry. Select leaders based on their commitment to ministry, faith, a clear job de\-scription, and an understanding of what really needs to be done.\par \b\i 2.\tab Recruit honestly. \b0\i0 As leaders, we want to teach people to discern God\rquote s will and heed his call\-ing. This means being straightforward about the costs. It means giving people a chance to pray, to discuss mLVALQatters, and to have the free\-dom to say no.\par \b\i 3.\tab Set the tone. \b0\i0 The first training experience is crucial because it establishes your group\rquote s community-building tools and ministry tasks. In one church, the training session began with everyone sharing his or her faith journey. Later sessions began with a question to open up re\-lationships. The leader must model this open\-ness and care.\par \pard\nowidctlpar\li221\tx204\b\i 4.\tab Hold a yearly retreat. \b0\i0 It may take years to move from a voluntary retreat to a required one for leaders. The benefits, however, can be cumulative, with each year\rquote s attendance and content improving as you build a history and a sense of commitment.\par \pard\nowidctlpar\li198\b\i 5.\tab Choose the right location. \b0\i0 Homes are the best places to meet as a committee. People behave differently in someone\rquote s home than they do on metal chairs in a church meeting room. In a home, people treat each other with dignity. They relax. Some refreshments and a little sharing can infuse energy\par 6.\tab\b\i Spin off mission groups. \b0\i0 Every committee runs into tasks beyond its ability to tackle as a group. The answer is to form subcommittee task forces that can put in the extra time and energy. These groups might work with intensity for three months or a year and then disband once their tasks are finished.\par \b\i 7.\tab Use expanded committees. \b0\i0 Committees can func\-tion well with up to twelve people. If you know when to create subgroups (during sharing times, for example), and if everyone on the committee is recruited to a specific ministry, committees don\rquote t have to be small.\par \b\i 8.\tab Care for them outside the meeting. \b0\i0 If the only con\-tact people have with each other is in meetings, they have yet to experience full community. It surprises me how often long-standing church members don\rquote t know each other\rquote s names, ad\-dresses, phone numbers, or workplaces. Dis\-tribute this information to commLVALRittee members because most church directories are sorely out of date.\par \pard\nowidctlpar\li221\tx221\par \pard\nowidctlpar\li555\tx555\b WHAT TO CONSIDER WHEN CHOOSING BOARD MEMBERS\par \pard\tx555\par \pard\nowidctlpar\li374\tx374\b0 It\rquote s too late to build unity after a contentious or divisive person has been allowed on the board. Here are three questions to ask a potential recruit:\par \pard\tx374\par \pard\nowidctlpar\fi-209\li566\tx357\tx566\b\i 1.\tab What is the primary purpose of a church board: representation or leadership? \b0\i0 The answer significantly affects the potential for unity. On a representative board, the emphasis on representing various interest groups makes it difficult to justify keeping anyone off the board. Any church member, however divisive, has a right to lead.\par \pard\nowidctlpar\fi232\li578\tx578\tx810 With a leadership board, leaders don\rquote t have to figure out what everyone wants them to do. They have only one focus: to find the best course of action and follow it. When faced with a difficult decision, they don\rquote t ask, How will people react?\rdblquote They ask, What does God want us to do?\rdblquote\par \pard\tx578\tx810\par \pard\nowidctlpar\fi-232\li606\tx374\tx606\b\i 2.\tab What are our minimum qualifications? \b0\i0 In many churches, individuals who faithfully support the church and work hard eventually win a seat on the board. But \cf1\b passages such as Acts 6, 1 Timothy 3, Titus 1, and 1 Peter 5 make it clear that the spiritual qualifications for leadership include character issues.\cf0\b0 That means it\rquote s not so much what a person knows as who the person is.\par \pard\nowidctlpar\fi244\li606\tx606\tx850 Spiritual maturity is critical for building a harmonious and effective leadership team, so ask these ques\-tions: Is this person in basic agreement with our current philosophy of ministry? Will this person be compat\-ible with the leadership team we\rquote ve already assembled?\par \pard\tx606\tx850\par \pard\nowidctlpaLVALSr\fi-232\li606\tx374\tx606\b\i 3.\tab Who should guard the gate? \b0\i0 Every church has gatekeepers who nominate leaders. The problem is, even churches that carefully choose a governing board can be casual when deciding who will control the initial selection.\par \pard\nowidctlpar\fi244\li606\tx606\tx850 The nominating committee may be the most important committee in the church because it is like the headwater of a river. Any pollution upstream will eventually defile everything downstream. A pollution-free river demands a good working relationship between the pastor and the nominating board.\par \pard Larry W. Osborne\par \par \pard\nowidctlpar\fi272\qj\b WHY SOME COMMITTEES FAIL\par \pard\tx2647\par \pard\nowidctlpar\b0 Committees that fall short of their mission generally go off track in specific areas:\par \pard\tx2466\par \pard\nowidctlpar\b\i\bullet\tab Commitment. \b0\i0 Most committees assume that a handful of people meeting once a month can bring renewal to worship, Christian education, or discipleship. In most cases, that level of involvement doesn\rquote t provide even minimal maintenance.\par \pard\tx2653\par \pard\nowidctlpar\b\i\bullet\tab Frequency. \b0\i0 Traditional committees usually meet according to a set calendar. A mission-focused committee meets as often as necessary to get the task done.\par \pard\tx2466\tx2653\par \pard\nowidctlpar\b\i\bullet\tab Calling. \b0\i0 Please tell people that bankers don\rquote t necessarily want to serve on the finance committee,\rdblquote my banker friends plead. Traditional nominating committees would have put Saul, the tentmaker from Tarsus, on the maintenance committee. People like Saul will cheerfully serve where they\rquote re asked, but they need a way to discover and apply their other gifts. Mission-based committees form in response to real needs. They include people whose gifts and calling determine their roles.\par \pard\tx2466\tx2653\par \pard\nowidctlpar\b\i\bullet\tab Responsibility. \b0\i0 Traditional committees often seLVALTparate authority from responsibility, and this is deadly. Com\-mittee members end up with a low sense of investment in their decisions, while those who do the work often lack the authority to make responsible decisions. Mission-focused committees keep responsibility and authority in tandem.\par \pard\tx2466\tx2653\par \pard\nowidctlpar\b\i\bullet\tab Uninvited guests. \b0\i0 The invited guests at a conventional committee meeting are our brains and our seats. We bring ideas and information and sit for as long as the meeting runs. The uninvited guests are our emotions, family problems, and personal concerns. These intruders sneak in and mess up our meetings by discharg\-ing frustrations on topics totally unrelated to what is really bothering us. In a mission-based committee, we take time to catch up with each other, pray for needs, and then get on with business.\par \pard\nowidctlpar\fi232\li578\tx578\tx810\i\emdash Roberta Hestenes\par \par \pard\nowidctlpar\qj\b\i0 HOW TO ORIENT NEW BOARD MEMBERS \b0 -\par \i by Wayne Brouwer, assistant professor of religion at Hope College in Holland, Michigan\par \pard\qj\tx1559\par \pard\nowidctlpar\qj\i0 Board members play a strategic role in the church, though their exact duties depend on the size of the ministry. Small churches require hands-on leader\-ship over broad areas of the congregation\rquote s life, whereas boards of large churches are responsible primarily for vision development, church facilities, and financial concerns. They have the power to veto staff initiatives that are excessive, imbal\-anced, or out of tune with the church\rquote s vision.\par \pard\nowidctlpar\tx2454 Orientation for new board members should be\-gin prior to their selection. If specific tasks, spiri\-tual gifts, passions, and time commitments are clearly stated prior to finding new board members, those who are selected will likely have less need for exhaustive orientation.\par Once new board members are selected, some helpful procedures will bring them up to speed:\paLVALUr \pard\nowidctlpar Have board members who are finishing terms of service meet one-on-one with new board mem\-bers to explain their roles and activities. This is the fastest way to bring new members on board. One caution: If an outgoing board member functioned poorly, was at odds with the rest of the board, or was not an accountable leader, this person should not meet with a new board person. This would only foster long-term dysfunction, so ask another board member to make this first contact.\par Meet with new board members in the location where the board normally meets. Explain the installation/initiation rites by which new board members assume their responsibilities. Give each new board member the appropriate materials for understanding board and ministry operations, and include a one-page executive summary of those materials. Most of the materials given to new board members are not of immediate importance or concern, but people should know where to find these materials when the need arises. Explain meeting practices and expectations.\par \pard\nowidctlpar\tx2454 Publicly affirm new board members through for\-mal installation, church newsletter write-ups (with pictures, if possible), videotaped interviews, or direct mailings to church members. This raises the visibil\-ity of the board, honors those who serve, and instills stronger accountability in new board members.\par Invite new board members to attend a board meeting as nonvoting guests prior to beginning their terms of service. Encourage them to ask ques\-tions for clarification, but advise them not to par\-ticipate in the discussions or vote on matters that come to motion. This is simply their opportunity to observe the dynamics of the board in action.\par Develop a short (half-day to one-and-a-half-day) retreat with the board during the time of transition, and include both outgoing and incoming board members as full participants. Spend the early part of the meeting reflecting on board responsibilities for the church, then outline some ofLVALV the current issues under discussion, projected timetables for receiving information from task forces, commit\-tees, or study groups, and deadlines for making decisions. Spend the latter part of the retreat wrestling with one or two of the most important matters in light of the church\rquote s core values and mission statements.\par \pard\nowidctlpar Distribute a contact list that includes postal and e-mail addresses of all board members. Test the e-mail system by sending several updates, reports, or agendas, and solicit feedback from all leaders on one or two items.\par Provide a yearlong calendar summary of recur\-ring board activities and initiatives, such as annual visioning retreats, ministry evaluation feedback loops and assessments, annual pastoral ministry reviews, annual ministry spending plan (budget procedures and adoption), and new board mem\-ber nominations and installation.\par Plan a social gathering, with spouses, signifi\-cant others, and possibly children, soon after the new board members have taken up their responsibilities. This will help current and new leaders treat one another as human beings and not just as church officials.\par Have the officers of the board contact all board members soon after the new members are in\-stalled. The purpose of this contact is to develop meaningful working relationships and to highlight the special leadership roles of board officers.\par \pard\nowidctlpar\fi272\li2505\qj\tx2471\tx2743\b\par \pard\nowidctlpar\fi272\qj ASSESS YOUR LEADERSHIP STYLE\par \pard\nowidctlpar\tx555\b0 To help identify your leadership style, try one of these online assessment tools:\par \pard\par \pard\nowidctlpar\tx374 From Christian Leadership World: {\field{\*\fldinst{HYPERLINK "www.teal.org.uk/styleind.htm"}}{\fldrslt{\ul\cf1 www.teal.org.uk/styleind.htm}}}\f0\fs28\par \pard\tx2715\par \pard\nowidctlpar\tx374 Take the Myers-Briggs personality test online at \f1\fs24{\field{\*\fldinst{HYPERLINK "http://www.discoveryourpersonality.com" }}{\fldrslt{\cf1\ul www.LVALWdiscoveryourpersonality.com}}}\cf0\ulnone\f0\fs28 .\par \par \pard\nowidctlpar\fi-209\tx357\tx566 The classic leadership profiler can be found at {\field{\*\fldinst{HYPERLINK "www.disctests.com"}}{\fldrslt{\ul\cf1 www.disctests.com}}}\f0\fs28 .\par \pard\nowidctlpar\par \par \pard\nowidctlpar\fi272\qj\b ESSENTIAL TRAITS OF A BOARD MEMBER\par \pard\nowidctlpar\b0 The qualifications for church leaders stated in 1 Timothy 3:1-7 and Titus 1:6-9 are almost exclusively character traits. The only real leadership skill is the ability to teach\emdash everything else has to do with managing one\rquote s inner life. The primary requirement for being a church leader is personal character development.\par Generally, these qualities are evident to others if the candidate is reasonably well-known in the church.\par Nonetheless, a potential elder ought to be thoughtfully evaluated against each of the following scriptural criteria:\par \pard\qj\tx1729\par \pard\nowidctlpar\fi-180\li180\tx850\tx1808\b\i\bullet\tab A vibrant spiritual relationship with Christ. \b0\i0 It\rquote s very difficult to serve with someone who is supposedly a spiritual leader yet is personally out of touch with the Lord.\par \pard\qj\tx1808\tx1921\par \pard\nowidctlpar\fi-209\tx357\tx566\tx1921\b\i\bullet\tab A passion to serve. \b0\i0 Too often, we must cajole people to be church leaders. Instead, we should look for people who already have a genuine desire to serve, even if they aren\rquote t sure they\rquote re up to the job.\par \pard\qj\tx1729\tx1921\par \pard\nowidctlpar\fi-209\tx357\tx566\tx1921\b\i\bullet\tab Self-control. \b0\i0 If leaders can\rquote t manage their relationships at home, how can they handle complex church rela\-tionships? They must lead their own family well before they can lead others.\par \pard\qj\tx1729\tx1921\par \pard\nowidctlpar\fi-209\tx357\tx566\tx1921\b\i\bullet\tab A good reputation. \b0\i0 The life of a church leader must be above reproach. Others should speak well of this leader and what he oLVALXr she has done.\par \pard\qj\tx1729\tx1921\par \pard\nowidctlpar\fi-209\tx357\tx566\tx1921\b\i\bullet\tab Hospitality. \b0\i0 A leader should warmly welcome others.\par \pard\qj\tx1729\tx1921\par \pard\nowidctlpar\fi-209\tx357\tx566\tx1921\b\i\bullet\tab Gentleness. \b0\i0 A good board member isn\rquote t cantankerous and doesn\rquote t always demand that he\rquote s right. He\rquote s willing to listen and learn from others.\par \pard\qj\tx1729\tx1921\par \pard\nowidctlpar\li204 Some qualities, though not specifically addressed in Scripture, are definite liabilities on a board. Someone who is always talking about himself is difficult to work with. So is someone who can\rquote t make commitments or who makes them and can\rquote t keep them. An inflexible person\emdash someone whose attitude is If you don\rquote t agree with me, you don\rquote t agree with the Bible\emdash makes discussion difficult.\par \par What I value most in board members is loyalty and honesty. If I find out that staff people are gossiping and talking behind someone\rquote s back, I consider it grounds for immediate dismissal. Dishonesty and disloyalty bleed into everything. Board members must be able to trust one another. You can\rquote t fire a disloyal board member, but you can talk directly and forcefully to that person with the help of the other board members. Gossiping and sniping cannot be tolerated.\par \pard\nowidctlpar\fi-232\li606\tx374\tx606\i\emdash Samuel D. Rima\par \par \pard\nowidctlpar\li221\tx2454\b\i0 WHEN LEADERSHIP STYLES CLASH\par \pard\nowidctlpar\fi272\li238\qj\tx2471\tx2743\b0 Crest Falls Assembly hired two part-time children\rquote s directors, Sue and Cindy, to co-direct the growing children\rquote s program. Their roles in the Christian education department were carefully defined: Sue would handle the pre\-school, Cindy the elementary school. When the leaders\rquote functions overlapped, the two women would combine their efforts. Both would answer to Phil, the associate pastor.\par \pardLVALY\nowidctlpar\tx238\tx555 Personality differences soon led to problems. Cindy was driven to excel, whereas Sue worked in a more relaxed mode.\par Sue won\rquote t carry her share of the load,\rdblquote Cindy complained to Phil. \ldblquote She\rquote s big on talk but doesn\rquote t get things done.\rdblquote Cindy would spend hours preparing, only to see Sue show up barely in time for an event.\par Sue saw things differently. \ldblquote I\rquote m getting paid for only twenty-five hours a week,\rdblquote she said with a shrug. Sue didn\rquote t feel obligated to work extra hours without pay just because Cindy did.\par Phil suspected that Sue, who spent hours building relationships with her workers, could work more efficiently, but he guessed that she would remain unmotivated no matter what he said, while Cindy pushed for more.\par \pard\tx238\tx487\par \pard\nowidctlpar\li255\tx374\b\i What Would You Do?\par \pard\tx255\par \pard\nowidctlpar\fi-209\li447\tx357\tx566 If you were Phil, what would you say to Cindy?\par \pard\tx447\par \pard\nowidctlpar\fi-209\li447\tx357\tx566 Would it help if Phil pronounced one director right and the other wrong? Why or why not?\par \pard\tx447\par \pard\nowidctlpar\li255\tx374 What Happened\par \pard\nowidctlpar\fi272\li238\qj\tx2471\tx2743\b0\i0 Phil used a personality assessment tool (the Myers-Briggs Type Indicator) to help both women understand themselves better, but he still had to deal with the women\rquote s different styles. Phil listened as Cindy vented her frustrations, which helped her gain perspective. She decided that lowering her expectations of Sue wouldn\rquote t compromise her work ethic, as long as Phil didn\rquote t hold her liable for Sue\rquote s unfinished assignments.\par \pard\nowidctlpar\tx238\tx555 Phil challenged Sue to spend her work hours more wisely. \ldblquote We don\rquote t need you as a counselor,\rdblquote he said. \ldblquote We need you doing those things that most benefit the children\rquote s ministry.\rdblquote SLVALZue began to let go of less-productive activities and adjusted her work style.\par Together, Cindy and Sue distributed assignments more evenly and divided them so that they could work independently. One teachers\rquote workshop, for example, would be Cindy\rquote s responsibility alone, allowing her to do her best without begrudging Sue\rquote s lack of involvement. The next workshop would be Sue\rquote s, allowing her to work at her pace without feeling pressured by Cindy. As the tension in their relationship dissipated, Phil\rquote s role as mediator diminished as well.\par \pard\nowidctlpar\tx6871\i\emdash Richard Doebler\par \pard\nowidctlpar\tx4365\i0\par \b WHAT IS YOUR LEADERSHIP STYLE?\tab\b0\par \i Phyllis Ten Elshof editor of books and Bibles for\tab\i0\par \i the Resources Department of Christianity Today International \i0\par \par If more leaders took time to understand other people\rquote s styles, we would have better teams, says Sue Mallory. Director of Leadership Training Network, which helps churches develop lay leaders. There are various ways of describing leadership styles, but here are the four that Mallory uses:\par \par 1. \b Relaters\b0 are thoughtful, idealistic, trusting, loyal and helpful. They are the nurturing, tender hearts of the church. They are gifted for shepherding, mercy, and helping ministries.\par 2. \b Promoters\b0 are experimenting, enthusiastic people persons. They can put a vision out there, sell it, and bring people along to put it into action.\par 3. \b Analyzers\b0 are great with data. They understand the positives and negatives of a vision or plan, its implications, and how long it will take to put it into operation.\par \pard\nowidctlpar\li204\qj\b\i 4.\tab Directors \b0\i0 are self-confident, type A leaders who are quick to act. They love and seek change. They are persuasive and in control.\par \pard\nowidctlpar The combination of styles that works best on a ministry team depends on the team\rquote s role. On a di\-aconal team that emphaLVAL[sizes caring ministries, for example, relaters are essential, but you wouldn\rquote t want too many relaters on a church board. Instead, you would need a director, an analyzer, a visionary promoter to communicate the board\rquote s decisions and plans, and some relaters to represent the con\-cerns of the congregation.\par \cf1\b A style becomes negative when it\rquote s excessive.\cf0\b0 For example, directors can be domineering. They can ignore people and steamroll them. Analyzers can get what we call \ldblquote analysis paralysis,\rdblquote taking forever to make a decision because they need so much information. Excessive promoters become agitated when people resist the process of change, and they interpret hesitation as rejection of their proposals. In the meantime, excessive relaters are thinking, What \i am I doing wrong? \i0 Relaters are pro\-tective of people because they like them. They can be manipulated.\par We are each wired with an innate style, Mallory says. Talents can be polished and skills honed, but our style is our style. Still, most people\rquote s styles are on a continuum and can change somewhat. For ex\-ample, Mallory says that in her professional work she\rquote s a team builder and a bridge builder, but not an analyzer. \ldblquote I\rquote ve always had a promotional side, but until I went into full-time ministry, I didn\rquote t use it much. Now I do,\rdblquote she says. \ldblquote I can stand in front of people and promote a vision five days a week, because that\rquote s how I\rquote m wired. By contrast, I could never be an analyzer. I can work at it, but it\rquote s an energy drain. If I had to do a strategic plan, I\rquote d say, \lquote Shoot me!\rquote Analysis is not my natural gift.\rdblquote\par Wise leaders may challenge people to stretch their boundaries, but they usually allow each team member to work primarily in his or her innate style.\par \par \b PERSONAL GROWTH ON THE BOARD\par \pard\nowidctlpar\fi-209\li566\tx357\tx566\b0\i by Wayne Brouwer, assistaLVAL\nt professor of religion at Hope College in Holland, Michigan\par \pard\nowidctlpar\tx204\tx2454\i0 Though few people actively pursue a position on the church board (and those who do probably shouldn\rquote t be appointed), board members later typically acknowledge how they\rquote ve grown through the experience.\par \pard\nowidctlpar\tx555 One way that board members grow is by work\-ing closely with the pastor. Most church members will hear the pastor\rquote s preaching on Sundays and have contact with him in times of illness or crisis, but board members listen to the pastor\rquote s prayers, dreams, hopes, and concerns on a regular basis. Pastors are far from perfect people, and most won\rquote t make the list of Fortune 500 leaders, but most of them are dedicated people with deeply spiritual thirsts and life expressions. Leaders grow in a close, long-term working relationship with a pastor.\par \pard\nowidctlpar Members of a church board usually grow in the fruit of the Spirit (Galatians 5:22-23). Some spiritual fruit is desired. Who wouldn\rquote t welcome the \i love \i0 and \i joy \i0 that attend new commitments to Jesus or the testimonies expressed by a car\-ing body of believers? Who wouldn\rquote t be thrilled by the \i kindness \i0 of members who serve others in their neighborhoods or the \i goodness \i0 of teachers in the children\rquote s ministries? Who wouldn\rquote t be moved by \i faithfulness \i0 to worship participation, prayer and regular tithing?\par But board members must also grow in the other fruits of the Spirit: \i peace, patience, gentle\-ness, \i0 and \i self-control. \i0 It takes a lot of \i self-control \i0 to foster \i peace \i0 during church conflicts. \i Patience \i0 wrestles with exasperation when board members want to move ministries ahead while many church members are resisting change. Yet board mem\-bers do grow in patience, and by the time most have finished their terms of service, they have learned to treat people who have differing points of view with a greatLVAL] deal more \i gentleness. \i0 If one is willing to serve and to learn, membership on a\par \pard\nowidctlpar\qj\tx2471 church board can confer a master\rquote s degree in the fruit of the Spirit.\par \pard\nowidctlpar\tx2454 Serving on a church board affords a compre\-hensive look at Jesus\rquote ministry at work in a con\-gregation. North American churches are very Sunday-focused and spend a lot of energy and attention on the big worship events each week. Board members learn about many other dimen\-sions of ministry besides worship.\par Board members usually spend some time each year in visioning processes. They form the core values around which every ministry activity is or\-ganized. In reviewing the church\rquote s mission and vi\-sion statements, board members learn to keep the main priorities front and center, in the church and in their personal activities. When board members draw out the implications of Jesus\rquote heart and mind for the church in short-and long-term planning, the big picture is always inspiring.\par Board members generally grow in the spiritual disciplines of service. Leaders are expected to lead in prayer, for example. This requires attention to the things that matter to others and to the church, not just mouthing a list of personal requests. When setting the annual budget, monitoring monthly balance sheets, or supporting the latest capital campaign, board members generally find them\-selves digging deeper and contributing more than they did before. It is harder to think that someone else should meet a need when one sees the need clearly and has the wherewithal to address it. As board members hear about the sacrificial service of missionaries and those in the congregation who work tirelessly for Christ, they are influenced to develop similar habits of devotion.\par \pard\nowidctlpar\tx289\tx555 Finally, most board members learn a lot from their fellow board members, who are usually se\-lected because of their leadership gifts, spiritual passions, and thoughtful supportLVAL^ of the church. One travels well in such company for any term of service. Board members often continue relation\-ships with other members long after their tenure completed.\par In Ephesians 4, Paul talks about the gifts that Jesus gave to the church at his ascension. Lead\-ers that equip the saints for ministry are gifted\par \pard\nowidctlpar\qj\tx2471 pilgrims on a journey with Jesus. Whoever has an opportunity to join that group for a while will be blessed.\par \pard\nowidctlpar\li1031\qj\tx2471\par \pard\nowidctlpar\fi130\b WAYS TO WORK WITH A CHURCH BOARD\par \pard\nowidctlpar\li124\qj\tx1564\b0\i An interview with Ed Dobson, former pastor of Cal\-vary Church in Grand Rapids, Michigan, and Jim Buick, Calvary board member and former CEO of Zondervan Corporation\par \pard\qj\tx204\par \pard\nowidctlpar\li119\qj\tx1559\b Is \ldblquote enjoyable board meeting\rdblquote an oxymoron?\par \pard\nowidctlpar\li96\qj\tx1536\i0 ED \b0 DOBSON: Boards deal with serious issues, so I don\rquote t believe there is a way to make meetings more enjoyable. But at Calvary Church, we spend significant time praying together at the beginning of each meeting.\par \b JIM BUICK: \b0 Though the meetings might not be enjoyable, they can be satisfying. For more than a year, our board developed a policy on divorce. When we finally reached the evening of decision, the board voted unanimously in favor of the policy. I felt a deep sense of accomplishment.\par \pard\qj\tx204\par \pard\nowidctlpar\li119\qj\tx1559\b\i As a board member, Jim, what traits do you ad\-mire in a pastor?\par \pard\nowidctlpar\li96\qj\tx1536\i0 BUICK: \b0 I appreciate Ed\rquote s attitude. Every time he brings an idea to the board, he communicates that he is accountable and willing to submit to this board. That\rquote s one reason why the board of\-ten responds positively to his initiatives. We al\-ways discuss his proposals and make changes as necessary.\par \pard\nowidctlpar\fi232\li578\tx226\tx578\tx810 At the same time, we look to Ed for LVAL_spiritual leadership and biblical instruction. Ed\rquote s thor\-ough preparedness creates respect and gives him authority.\par \pard\qj\tx226\par \pard\nowidctlpar\li119\qj\tx1559\b\i What is the board\rquote s responsibility to a pastor?\par \pard\nowidctlpar\li96\qj\tx1536\i0 BUICK: \b0 The demands of a church like ours could easily burn out a pastor if there weren\rquote t clear-cut guidelines to protect days off and family time. Ed once told the hoard that he was drowning under\par \pard\nowidctlpar\qj\tx2471 the weight of his commitments. He said he wasn\rquote t burned out yet but was feeling overwhelmed. In response, we formed a committee that included Ed\rquote s wife to review his commitments.\par \pard\qj\tx204\par \pard\nowidctlpar\li180\tx2454\i Ed, \b what traits do you admire most in a board member?\par \pard\nowidctlpar\fi272\qj\i0 DOBSON:\tab\b0 Individuals who are godly\emdash people seeking to grow through Scripture and a life of prayer. The other trait I value is honesty. I want board members who will tell me something to my face in front of everyone else.\par \pard\qj\tx918\par \pard\nowidctlpar\b\i You never take offense at their bluntness?\par \pard\nowidctlpar\fi272\qj\i0 DOBSON:\tab\b0 I don\rquote t want everyone to agree with me. That would be terribly patronizing. Of course, there\rquote s no danger of that happening in this church!\par \pard\nowidctlpar\b BUICK:\tab\b0 We believe in open board meetings where everything is fair game, but we are also willing to say to a board member, \ldblquote You need to rephrase what you just said.\rdblquote If someone makes a vitriolic attack, we make sure the issue gets resolved.\par \pard\qj\tx731\par \pard\nowidctlpar\b\i What\b0 \b do you do when the board can\rquote t agree on an issue?\par \i0 BUICK:\tab\b0 We make certain that everyone gets a hearing, even if doing so takes all night. The mem\-bers are at liberty to raise questions, express their views, and receive a respectful hearing.\par \pard\nowidctlpar\fi272LVAL`\qj DOBSON:\tab We take our time on major issues until we reach consensus.\par \pard\qj\tx918\par \pard\nowidctlpar\b\i How should \b0 pastors \b and board members view their roles?\par \pard\nowidctlpar\qj\i0 BUICK~ \b0 We are stewards of the church, not owners. We need to care more about advancing the King\-dom of God than about our programs or ideas. We also relate to the servant leadership Jesus demon\-strated in John 13, when he washed the disciples\rquote feet. Jesus ruined the entire organizational chart when he stooped to perform that menial task. It certainly bewildered Peter. But that\rquote s the leader\-ship model Christ gave us.\par \pard\nowidctlpar\fi272\qj\b DOBSON:\tab\b0 Ownership works fine as long as every\-thing is headed upward. You\rquote re a hero and can do no wrong. Ownership is a terrible burden when things go the other direction. You become the brunt of everyone\rquote s criticism.\par \pard\qj\tx204\par \pard\nowidctlpar\b\i How does Calvary Church find servants instead of owners for its leadership team?\par \pard\nowidctlpar\fi272\qj\i0 DOBSON:\tab\b0 We use the criteria of 1 Timothy 3. When someone is nominated, at least two other board members must support the nominee. Anyone can object to a particular nomination, and that nomi\-nee is automatically eliminated unless the person who made the nomination feels strongly that the nominee is still qualified. In that case, the person who raised the objection goes out of the meeting and explains his concerns to the chairman.\par \pard\qj\tx918\par \pard\nowidctlpar\b\i Are strong boards and strong pastors mutually exclusive?\par \pard\nowidctlpar\fi272\qj\i0 DOBSON:\tab\b0 That depends on how you define a strong pastor. I would define a strong pastor as a leader and a visionary, not a person on whom everything rises or falls.\par \pard\nowidctlpar I appreciate our board\rquote s strength, which was developed during hard times. If you ask people who have been here through those difficult times, they will tell you howLVALa much they appreciate the strength of this board.\par \pard\nowidctlpar\qj\b BUICK: \b0 A pastor\rquote s strength must come from his preaching and teaching ministry, not primarily from exerting authority. A strong board is competent and accountable to the members. Both are needed to make a strong church.\par \pard\par \pard\nowidctlpar\li187\tx204\b HOW TO TEACH YOUR BOARD TO PRAY\par \pard\nowidctlpar\li198\tx204\b0\i by Lee Eclov, senior pastor of Village Church in\par \pard\nowidctlpar\li209\tx204\b Lincolnshire, Illinois\par \pard\tx209\par \pard\nowidctlpar\li124\qj\tx1564\b0\i0\ldblquote Dear Lord, as we begin our meeting tonight, we thank you for bringing us together. We pray that you would help us as we conduct our business. Give us wisdom. In Jesus\rquote name, amen.\rdblquote\par \pard\nowidctlpar\fi238\qj\tx238 That\rquote s about the extent of the prayer that opens many church committee and board meetings. As I sat through such meetings, I knew God\rquote s people weren\rquote t trying to marginalize him. They really trusted that God would work in their meeting, and he often did, despite their weak prayers. God is merciful and gracious, but I knew that better pray\-ing would pay off in clearer and more empowered decisions.\par \pard\nowidctlpar\fi272\qj When I\b\i \b0\i0 urged our leaders to pray more thor\-oughly, I realized they didn\rquote t know how. Even mature Christians didn\rquote t know what else to say. I\i \i0 suspect that most of them supposed the Lord would keep an eye on the meeting, but it was up to them to get things done. I doubt they ever con\-sidered that the Lord might actually want a seat at the table\emdash that he might wish to speak in the meeting or cast the deciding vote.\par Wise leaders can pray in many ways while pur\-suing God\rquote s direction and help in church business. Here are some procedures we\rquote ve found helpful:\par \pard\nowidctlpar (1)\tab realigning the agenda, (2) shaping extended prayer, and (3) establishing a prayer guide forLVALb hoard members.\par \pard\tx221\tx453\par \pard\nowidctlpar\b Realigning the Agenda\par \pard\nowidctlpar\fi244\b0 We moved to the following general outline for our meetings, regardless of the committee involved:\par Opening prayer of submitting ourselves to the Lord for the meeting ahead\par \pard\nowidctlpar\fi-209\li566\tx357\tx566 Reports and routine action (approving minutes from the previous meeting, brief updates on pending activity, verbal additions to written reports). This should be limited to fifteen or twenty minutes.\par A short summary of the main actions before the board at this meeting. No discussion, un\-less it is simple clarification. Presumably, there will only be a few main actions per meeting. Extended time of prayer on the main agenda items\par \pard\nowidctlpar\fi244\li606\tx606\tx850 Discussion and action on the main agenda items\par Closing prayer of thanks in which we submit ourselves again to the Lord\rquote s service.\par \par \pard\nowidctlpar\li1066\tx374\b Shaping Extended Prayer\par \pard\nowidctlpar\fi-209\li566\tx357\tx566\b0 When I asked the board members to pray about hiring a new staff member, I realized their prayers were very short because no one knew what to say besides \ldblquote Lord, give us wisdom with this decision.\rdblquote\par \pard\nowidctlpar\fi272\qj So we designed a simple printed prayer list to use in meetings. I write the prayer guidelines and print copies of the guide for the board. We pray about one main subject at a time until the leader tells us to move to the next item. If an issue is par\-ticularly weighty, we may debrief after that item before moving on, but we usually do that during the discussion that follows.\par \pard\tx204\par \pard\nowidctlpar\li1014\tx2454\b Establishing a Prayer Guide for Board Members \b0 Here is \b a \b0 sample of the prayer guide I give to board members:\par \pard\tx204\par \pard\nowidctlpar\fi272\li215\qj\tx2471\tx2743 Pray only about the subject at hand; one re\-quest at a time; short prayers. CLVALconverse with the Lord as you might with the wisest board member\emdash ask questions, submit your thoughts, admit your confusion or hesi\-tancy, express your trust in him. Participate. When you only pray silently, no one else knows your thinking or heart on the matter under consideration. Listen for the Lord. Do you find yourself focus\-ing on certain facts or questions? Does a verse of Scripture or a biblical principle or promise come to mind? Is an idea taking shape? Use the third column to jot down notes as you pray.\par \pard\nowidctlpar\qj\tx2471 We find that we spend roughly ten minutes on each main agenda item, although sometimes more time is warranted. The leader needs to be sensitive to the Spirit\rquote s guidance. The Lord isn\rquote t looking for long prayers but for sincere and thoughtful sensi\-tivity to him.\par \pard\nowidctlpar\fi-232\li606\tx374\tx606 When you\rquote ve finished praying, begin discus\-sion on the action items. The first question should be, \ldblquote As we prayed, did any impressions, questions, or ideas come to you on this matter?\rdblquote Not all com\-ments need to be pursued, but if two or more people have similar reactions, pay attention. Such agreement is no coincidence.\par We find that the time invested in prayer sig\-nificantly shortens discussion time. We feared, of course, that adding perhaps thirty minutes of prayer time to our meetings would make them very long, but that is rarely the case. Praying through an issue together sharpens our thinking, builds unity of purpose, and sensitizes us to the Spirit of God. And, of course, God answers prayer.\par \pard\par \trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx2844\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx5796\clbrdrl\brdrw10\brdrs\clbrdrt\brdrLVALdw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8748\pard\intbl\fs20 ISSUE\cell SUGGESTED PRAYER IDEAS\cell NOTES\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx2844\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx5796\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8748\pard\intbl HIRING AN ASSOCIATE PASTOR\cell HAS THE LORD GIVEN US ANY CLEAR SIGNALS?\par CONGREGATIONAL UNITY\par FINANCIAL PROVISION\par SHOULD WE CONSIDER __FROM OUR CHURCH AS A CANDIDATE?\par IS OUR JOB DESCRIPTION REALISTIC?\par DO WE NEED TO FORM A SEARCH COMMITTEE?\cell\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx2844\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx5796\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8748\pard\intbl Strengthening our small groups\cell HELP US TO UNDERSTAND OUR PRIORITIES WITH THIS MINISTRY. \par WHAT SPECIFIC NEEDS DOES THIS MINISTRY LEADER HAVE?\par A GREATER DESIRE TO PARTICIPATE AMONG THE PEOPLE\par ARE WE USING THE RIGHT MATERIAL?\cell\fs28\cell\row\pard\par \pard\nowidctlpar\fi244\li459\tx606\tx850\b PRAYING AS A BOARD\par \pard\nowidctlpar\li226\qj\tx1564\b0 No greater moment exists in church leadership than when people collectively move into the Lord\rquote s presence, seek his face, and close in unity. Practicing this three-phase structure in church board meetings helped one church to move for\-ward in dynamic prayer:\par \pard\tx226\par \pard\nowidctlLVALepar\li119\qj\b\i 1.\tab Preparation. \b0\i0 Begin with a brief time for people to collect their thoughts in God\rquote s presence. Come together before the Lord in worship, using a couple of familiar choruses, a moment of silence, or shared Scripture. This can last from thirty seconds to fifteen minutes.\par \pard\tx226\tx419\par \pard\nowidctlpar\li119\qj\tx226\b\i 2.\tab Requests. \b0\i0 Preparation will flow into audible prayer. Don\rquote t cover a lot of token requests, but center on areas related to the reason you have gathered. This may include prayer for an individual\rquote s need, but more often it covers agenda items that the team is responsible for. Mingle praise with petition as you go.\par \pard\tx226\tx419\par \pard\nowidctlpar\li119\qj\tx226\b\i 3.\tab Interaction. \b0\i0 Out of your praises and prayers, listen for what God is saying to you. Encourage each other to tell the group what God brings to mind while you are praying. You may be surprised at how consistently Scriptures and thoughts are confirmed by others.\par \pard\nowidctlpar\li96\qj\tx1536 At other times, seek God\rquote s presence in qui\-etness. Prayer does not have to fit a specific slot on the agenda. Throughout the meeting, seek God\rquote s mind as a natural part of the pro\-ceedings. People might pray spontaneously during the discussion or offer some insight they feel God has impressed on them.\par \pard\nowidctlpar\tx2398\i\emdash Wayne Jacobsen\par \par \pard\nowidctlpar\qj\b\i0 PASTORING THE BOARD\par \pard\nowidctlpar\tx2454\b0\i by Wayne Brouwer, assistant professor of religion at Hope College in Holland, Michigan\par \pard\qj\tx204\par \pard\nowidctlpar\fi272\qj\tx2743\i0 Pastoring board members is part of a pastor\rquote s calling to equip others (see Paul\rquote s instructions to Timothy and Titus). A pastor plays various roles in equipping board members for effective leadership:\par \pard\qj\tx204\par \pard\nowidctlpar\tx555\b\i 1.\tab Rabbi. \b0\i0 Board members form the core leadership team of LVALfthe church. They set vision and practice for the whole congregation, so they need to be highly accountable for their faith and lives. The pastor is like a rabbi in this context, as he in\-vites board members to share a close walk with him so that others may find the way to God\rquote s Kingdom.\par \i 2.\tab\b Teacher. \b0\i0 The pastor should provide ongoing teaching about doctrine and life to sustain and nurture the spiritual health of board members. He should pray for leaders and their families, asking God to bless and protect them in their sacrificial service and to protect them from evil that might undermine their testimonies or de\-stroy their effectiveness.\par \b\i 3.\tab Spiritual referee. \b0\i0 Pastoring the board is particu\-larly important when controversial issues are discussed. Board members should not look to the pastor for answers to every issue, but for attitudes in formulating questions, ways of re\-specting different approaches, and integrity in decision making. In processes that are some\-times far from ideal, the pastor should guide board leaders in making choices that honor Christ and his people. The pastor must set an ongoing example of how to act within the pres\-sure cooker of leadership.\par 4.\tab\b\i Fellow worker. \b0\i0 The board is the pastor\rquote s essen\-tial small group or team, and the pastor must show concern for these leaders as people, not just as board members. Pastors who send cards, make phone calls, and mention an event such as a leader\rquote s birthday or anniversary show that they care about the board members and their families and want to bless them. Board mem\-bers who receive this kind of attention from their pastor will usually return such care, and leaders will be rooted in camaraderie rather than in power plays, posturing, or positioning.\par \pard\nowidctlpar\fi-209\tx357\tx566 5.\tab\b\i Personal encourager. \b0\i0 Before a new member takes up responsibilities on the board, a per\-sonal chat with the pastor is certainly in order. It\rquote s P LVAL` also a good idea for pastors to have lunch with each board member in rotation through\-out the year. When a board member finishes a time of service, words of appreciation at the last meeting, notes of thanks in the church bul\-letin, newsletter, or Web site, and a personal letter from the pastor will highlight the board\rquote s significance in the life of the church.\par \par \par \pard\nowidctlpar\fi244\li606\tx606\tx850\par \pard\cf2\f2\fs29\par } LVALu^5h{\rtf1\ansi\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\froman\fprq2\fcharset0 Times New Roman;}{\f2\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\lang1033\f0\fs28 CL 031-034\par CHAPTER 3\par MEETINGS\par \par IN THIS CHAPTER\par Why I love Church Board Meetings 031\par Key Components of a Leader\rquote s Retreat 033\par Training Materials for Leadership Retreats 033\par How to Make Meetings Productive 034\par Ground Rules for Team Work 035\par The Power of an Agenda 035\par \par \pard\nowidctlpar WHY I LOVE CHURCH BOARD MEETINGS\b\par \b0\i by Keith Mannes, pastor of Highland Christian\par Reformed Church in McBain, Michigan\par \pard\par \pard\nowidctlpar\i0 These days, I look forward to church board meet\-ings. We get things done, tackle tough issues, laugh, and later shoot the breeze. I appreciate our elders and depend on them.\par I haven\rquote t always felt that way, but one night I asked a question and really stopped to listen to the answer.\par \pard\nowidctlpar\tx4325\tx8725 It was our first meeting in a new term, with our newly elected elders joining us around the table.\par \pard\ldblquote So, how do you feel about coming into this term of service?\rdblquote I asked.\par \pard\nowidctlpar\tx4325\tx8725 There was a long pause. Then slowly people began to speak. One man told how he had been doing his best work for the church when some church members snarled at him. This quiet, godly man is an experienced elder, but he ended his story by saying, \ldblquote That hurt.\rdblquote\par Another elder told about a minor disagreement he had with a previous pastor. This elder felt that the pastor had turned his back, walked away, and pretty much severed their relationship. This elder has contributed greatly to the work of our church, but he came to this term feeling burned.\par Most of the elders felt the same way. They were strong, Christ-like leaders who were willing to sLVALierve. They were also wary and were disap\-pointed with church leadership. They would lead, but with little joy, eagerness, or anticipation as they braced themselves for the inevitable pain of someone\emdash perhaps their pastor\emdash stepping on the same wounded toes.\par \pard\nowidctlpar How could we work well together if we feared getting burned again?\par \pard\tx232\par \pard\nowidctlpar\b Learning New Dance Steps\par \pard\nowidctlpar\tx204\b0\ldblquote Dance with the one that brung ya\rdblquote is an old say\-ing that encourages a young lady with a roving eye to remember her date. After that meeting with the elders, I realized I had been like that young lady in eyeing bigger churches, better programs, and expanding visions that had captured my imagina\-tion. Suddenly, the elders who \ldblquote brung me\rdblquote could tell that my attention had wandered. I had begun to push, drag, manipulate, or ignore them, and I hadn\rquote t connected with these elders at the soul level. I needed to pay attention to them, respect them, and appreciate them.\par \pard\nowidctlpar I wanted our church\rquote s leaders to be trusted and affirmed in our church. For that to happen, I needed to learn some new, more godly dance steps:\par \pard\tx232\par \pard\nowidctlpar\li226\b\i Step 1: Watch your language. \b0\i0 I often hear pastors refer to \ldblquote my chairman\rdblquote or introduce someone by saying, \ldblquote Bert, here, is one of my elders.\rdblquote Biblically, it\rquote s more accurate to say, \ldblquote One of \i our \i0 elders.\rdblquote So now I say, \ldblquote Bert serves as one of the elders at our church.\rdblquote Maintaining respectful language keeps me from propping myself up at the elders\rquote expense. The change, I trust, conveys my genuine respect.\par \pard\nowidctlpar\li226\tx4348\b\i Step \b0 2: \b Affirm\b0 \b and encourage. \b0\i0 Biblical encourage\-ment finds God\rquote s work in someone and calls at\-tention to it. It praises God instead of puffing up people. VeryLVALj few people in a church do this for elders, so I consider it my job.\par \pard\nowidctlpar\fi232\li232\tx232\tx464 For example, the elders and I had to make an agonizing choice about asking a person to leave the church. I said to the board, \ldblquote However this turns out, I honor you as elders for having the guts to wrestle with this issue, for caring so much about what the Bible says, and for sincerely seek\-ing God on this. I praise God for you.\rdblquote\par I meant every word. At this time when some of our elders were losing sleep, they needed spiritual encouragement.\par \pard\nowidctlpar\li243\b\i Step 3: Publicly affirm. \b0\i0 Last winter, we had to can\-cel services one Sunday because of a severe snowstorm. It was a no-win situation. Some people were grumpy about the cancellation, saying, \ldblquote If an elderly widow slides off the road and dies in a snowdrift while driving to church, she was only doing what she was supposed to be doing; and, after all, she\rquote s going to heaven.\rdblquote Other people were angry because they \i had \i0 slid through gale-driven snowdrifts only to find an empty church.\par \pard\nowidctlpar\tx4348 Who got the blame?\par Our elders, of course.\par The next Sunday, I took a moment to publicly thank the elders \ldblquote for getting up early, making a tough decision, and spending the morning call\-ing everyone they could.\rdblquote I apologized for any inconvenience, and I affirmed that the elders had done their best to keep everyone safe.\par \pard\tx249\tx487\par \pard\nowidctlpar\li180\tx4354\b Following Their Lead\par \pard\nowidctlpar\tx204\b0 A few years ago, I wanted to study Bruce Wilkin\-son\rquote s \i The Prayer of Jabez \i0 (Multnomah, 2000). I wanted to buy books for everyone and discuss the book in small groups during the evening service. This would be so cool, if I could just get it past the elders.\par When I presented my plan to the board, the elders were silent. In their minds, they could hear the angry phone calls. They knewLVALk that I, as the pastor, would be perceived as trashing the evening worship service. Out of love for the church and for me, the elders said no. They then proposed an al\-ternative plan. I swallowed my pride and accepted their idea. The result was a smashing success.\par I like our elders. I\rquote m grateful for this group that is willing to work with me in the delicate dance of leadership.\par \pard\par \pard\nowidctlpar\tx204\b KEY COMPONENTS OF A LEADERS\rquote RETREAT\par \pard\nowidctlpar\tx4354\b0\i by Ken Godevenos, executive director of SCA International\par \pard\tx204\par \pard\nowidctlpar\i0 Assuming that you want to achieve all the pur\-poses of a staff retreat\emdash to work, rest, and spend time with God\emdash here are some elements to build into the events:\par \pard\tx204\par \pard\nowidctlpar\li221\i 1.\tab\b Timing. \b0\i0 Don\rquote t wait to plan a perfect event or to schedule one a month in advance; the best staff retreats begin when a leader says, \ldblquote We need to get away right now.\rdblquote Whatever the critical event or need, use the staff retreat as a general uses a high-level strategy meeting: to unite, build up, and communicate with the troops.\par \i 2.\tab\b Invitees. \b0\i0 Not everyone needs to be there. Invite your key players and those with the greatest impact on the ministry team. Some junior-level staff may not be ready for all this.\par \b\i 3,\tab Rest. \b0\i0 Every moment of every day away doesn\rquote t have to be planned. The best retreats I\rquote ve at\-tended allow considerable time for people to have their own devotions, read, go for walks, talk in pairs, or just sleep.\par \i 4.\tab\b Prayer.\b0 \i0 Sometimes Jesus held his own personal retreat in which he simply prayed. His disciples, then and now, do well to follow his example.\par \b\i 5.\tab Go by yourselves. \b0\i0 Jesus didn\rquote t invite the spouses\par \pard\nowidctlpar\fi232\li221\tx221\tx464 or children of leaders to come along; he just invited the leaders. He knew that hiLVALls team needed no interruptions. These events aren\rquote t half vacations, but times for seeking God\rquote s vi\-sion, strategies, or rest.\par \pard\nowidctlpar\li221 6.\tab\b\i Location. \b0\i0 Jesus and his disciples went away in a boat to a solitary place for a time of spiri\-tual refreshment (Mark 6:32). I know that not everyone can go away in a boat, but ev\-ery effort should be made to go to a \ldblquote solitary place\rdblquote where God and his creation can be fully appreciated.\par 7.\tab\b\i Publicity. \b0\i0\ldblquote The people saw them going\rdblquote (Mark 6:33, NASB). I\rquote m not suggesting that you put a public notice in the local paper, but I do recommend letting your congregation know (in a low-key manner) that you\rquote re going away to plan, rest, pray, and listen to God. Ask people to pray for you and for what God might tell you personally and collectively. When you return, communicate some of what you\rquote ve learned.\par \b\i 8.\tab Goals. \b0\i0 It\rquote s important that you prepare well and have clear goals as a leader, preferably com\-municated to your team before the retreat. You must know what you and your team need to accomplish during the time away and what you\rquote ll do with it afterward. Establish priorities and stick to them. It\rquote s better to aim for a few key goals and finish them with time to spare than to aim for too many objectives and only accomplish a few.\par \pard\nowidctlpar\tx204\b\i 9.\tab Leadership. \b0\i0 Even if you\rquote re the greatest senior pastor since Charles Spurgeon, D. L. Moody, or A. W. Tozer, there\rquote s no guarantee that you\rquote re also a great retreat leader or facilitator. If much decision making or strategic planning is to be done on the retreat, consider calling in someone with group-facilitation skills.\par \b\i 10.\tab Evaluate.\f1\fs24 \b0\i0\f0\fs28 Don\rquote t let your team leave the retreat without a written assessment of the event (us\-ing a prepared questionnaire) and an oral dis\-cussion of how yoLVALmu functioned as a team. Use this input for future retreats.\par \par \pard\nowidctlpar\b TRAINING MATERIALS FOR LEADERSHIP RETREATS\par \pard\nowidctlpar\fi-125\li374\tx249\tx374\b0 If your church is in a denomination, check with your denominational headquarters for leadership-development materi\-als\par Additional materials are available from the following online sources:\par \pard\tx249\tx374\par \pard\nowidctlpar\fi-125\li374\tx249\tx374 BuildingChurchLeaders.com. Downloadable materials for training church leaders, selected by the editors of Christi\-anity Today International and \i Leadership \i0 journal.\par \pard\nowidctlpar\tx204 Church Communication Network, at {\field{\*\fldinst{HYPERLINK "www.ccnonline.net"}}{\fldrslt{\ul\cf1 www.ccnonline.net}}}\f0\fs28 . Training videos, satellite seminars, online discussions, and streaming media for church leaders, featuring speakers such as Lee Strobel, Dr. Henry Cloud, and George Barna.\par \pard\tx181\tx430\par \pard\nowidctlpar\tx4354\b HOW TO MAKE MEETINGS PRODUCTIVE\par \pard\nowidctlpar\b0\i by Kent R. Davies, a freelance writer living in Anacortes, Washington\par \pard\tx204\par \pard\nowidctlpar\tx4348\i0 Unproductive meetings drain people\rquote s enthusiasm, vigor, and effectiveness. If you misuse people\rquote s time in meetings, they will find endless excuses to stop being involved in church matters.\par \pard\nowidctlpar If they are properly organized and skillfully managed, meetings can be a great tool for dissemi\-nating information and generating feedback. The feeling of camaraderie they foster can help launch a new project, such as a capital-building campaign or a new day-care ministry.\par \pard\nowidctlpar\fi232\li232\tx232\tx464 Time-wasting meetings often suffer from the following:\par \pard\nowidctlpar\li181\b\i Too many people. \b0\i0 Without strong leadership and a clear agenda, meetings can wander. Too many participants can also extend a meeting\rquote s discussion into time wasted. For example, a pastor who calledLVALn people together to discuss an interdenominational effort to minister to the homeless was certain the topic would command everyone\rquote s attention. Within min\-utes, the eighteen people at the meeting had drifted into an aimless, ninety-minute discus\-sion about who should speak at an upcoming conference. The pastor estimated that the cost\par \pard\nowidctlpar\fi-125\li311\tx249\tx311\tx374 of the discussion, in terms of everyone\rquote s time, came to more than five hundred dollars. \par \b\i An unclear purpose.\b0 \i0 The purpose of some meet\-ings is so vague that they probably shouldn\rquote t have been called in the first place. If you want people\rquote s advice on setting up a new youth pro\-gram, for example, it might be more produc\-tive to call or e-mail each person rather than commit everyone to a discussion that may not yield what you need.\par \pard\nowidctlpar\fi-125\li272\tx249\tx374\b\i Unnecessary invitees. \b0\i0 You don\rquote t have to attend every meeting that colleagues schedule just because they ask you to come. Ask the con\-vener why you\rquote re being included to help you determine whether you really need to be there. If your input is needed, perhaps you could meet briefly with the convener prior to the meeting and offer the necessary information. Your colleagues may need to do the same with one of your meetings.\par \pard\tx272\par \pard\nowidctlpar\tx204\b Make the Most of Meetings\par \b0 For more productive meetings, consider these suggestions:\par \pard\tx204\par \pard\nowidctlpar\fi-272\li272\tx272\b\i 1.\tab Prepare a written agenda with copies for every\-one. \b0\i0 The agenda should indicate each item to be covered and the time anticipated for each. This helps people regulate their discussion. Microsoft Word has an Agenda Wizard to help create a professional-looking agenda with space to keep notes.\par \pard\nowidctlpar\fi-181\li181\tx181\tx311 2.\tab\b\i Value everyone\rquote s \b0 time. \i0 Don\rquote t expect people to sit through a long meeting if tLVALoheir expertise is needed on only one agenda item. Suggest that they only attend the part of the meeting that applies to them.\par \pard\nowidctlpar\fi-181\li181\tx181\b\i 3.\tab Stay on track. \b0\i0 If a meeting meanders into a discussion that is not on the agenda, refocus the discussion with a statement such as, \ldblquote In the fifteen minutes that remain, let\rquote s review where we are on the agenda and see if we can quickly work through the rest of the items.\rdblquote If this doesn\rquote t work, end the meeting on time and schedule another meeting to complete the agenda items. Prior to the next meeting, meet privately with individuals who tend to push dis\-cussions off track to suggest how they can help you keep the meeting on course.\par \pard\nowidctlpar\li209\tx209\b\i 4.\tab Set an example. \b0\i0 If people want you to come to a roundtable discussion to help them develop solutions to a problem, say you\rquote ll be happy to come after they\rquote ve discussed the problem and come up with specific alternatives for your con\-sideration. Then discuss only those alternatives at the meeting.\par \i 5.\tab\b Talk up a good\b0 \b meeting. \b0\i0 If you attend a well-man\-aged meeting, commend the person who led it cither during or immediately after the event. Such recognition might encourage less-effi\-cient colleagues to follow this example.\par \pard\nowidctlpar\li204\tx204\i 6.\tab\b Brush up on meeting skills.\b0 \i0 Conducting a proper meeting requires management skills. These can be learned or strengthened at seminars of\-fered by organizations such as Skillpath Semi\-nars ({\field{\*\fldinst{HYPERLINK "www.skillpath.com"}}{\fldrslt{\ul\cf1 www.skillpath.com}}}\f0\fs28 ), Leadership Network ({\field{\*\fldinst{HYPERLINK "www.leadnet.org"}}{\fldrslt{\ul\cf1 www.leadnet.org}}}\f0\fs28 ), CareerTrack ({\field{\*\fldinst{HYPERLINK "www.career\-track.com"}}{\fldrslt{\ul\cf1 www.career\-track.com}}}\f0\fs28 ), or Blanchard Training and Devel\-opment ({\field{\*\fldinst{HYPERLINK "www.kenLVALpblanchard.com"}}{\fldrslt{\ul\cf1 www.kenblanchard.com}}}\f0\fs28 ).\par \pard\tx204\par \pard\nowidctlpar\b THE POWER OF AN AGENDA\par \b0\i John C. Maxwell, founder and director of The INJOY Group, Atlanta, Georgia\par \pard\tx204\par \pard\nowidctlpar\i0 At my second church, at the end of every board meeting, one member would clear his throat and say. \ldblquote Before we go, I have one more item to dis\-cuss.\rdblquote As a result, we were often broadsided by a negative issue at the end of the meeting.\par That is why it\rquote s important to get everyone on the same agenda. Before each meeting, board members are invited to present items for the agenda. When the group meets, they discuss only items that are on the agenda so that there are no surprises.\par I also use a three-part meeting agenda to keep meetings short, productive, and on track. Meetings should include prayer, devotional time, and the following items:\par \pard\nowidctlpar\li209\tx204\b\i 1.\tab Reports. \b0\i0 Every meeting should begin on a posi\-tive note, so this section of the meeting should include five or six positive reports on things that are happening in the organization. These should be assigned and prepared in advance so the presenters don\rquote t ramble. Information items can also include upcoming events. This portion of the agenda should be brief, perhaps five minutes.\par \i 2.\tab\b Study\b0 \b items. \b0\i0 Ninety-five percent of any meeting should be spent studying or discussing issues. The goal is to brainstorm ideas. Stand at a chalk\-board, whiteboard, or easel and call for ideas on the topic at hand. Write down every idea, no matter how unusual or difficult to achieve.\par \pard\nowidctlpar\li425\tx204 Never vote on an item that you\rquote ve designated for study. The pressure of a vote causes people to take sides and discourages free, creative thought. The soonest your group should vote on a study item is at the next meeting. You may keep some items in the study section for months, as every optionLVALq and objection is explored.\par \pard\nowidctlpar\li209\tx204\b\i 3.\tab Action items. \b0\i0 Each item has already been in the study section of the agenda for at least one meeting, has already been discussed, and is ready for a vote. Once you use this system, you will probably never spend more than five minutes of any meeting on action items. If your board or committee members have been hon\-est and the discussion and study have been thorough, there\rquote s no reason to spend a lot of time deciding to act.\par \pard\nowidctlpar\par \pard\nowidctlpar\fi-125\li215\tx249\tx374\b GROUND RULES FOR TEAMWORK\par \pard\tx215\par \pard\nowidctlpar\fi-125\li204\tx249\tx374\i Rule 1: Emphasize what Scripture deems im\-portant. \b0\i0 We ask ourselves. How often does the Bible deal with this?\rdblquote Minor problems need solutions, but not at the cost of major confrontations.\par \pard\tx204\par \pard\nowidctlpar\fi-125\li204\tx249\tx374\b\i Rule 2: Pray for your staff and board. \b0\i0 A person who regularly seeks the Lord on behalf of church leaders will have their attention when he or she wants to recommend a change.\par \pard\tx204\par \pard\nowidctlpar\fi-125\li204\tx249\tx374\b\i Rule 3: Let others speak. \b0\i0 Family members need the opportunity to express their views. We don\rquote t jump every time someone hollers, but we do listen.\par \pard\tx204\par \pard\nowidctlpar\fi-125\li204\tx249\tx374\b\i Rule 4: Don\rquote t make threats. \b0\i0 Some say, \ldblquote Keeping my offering is my only form of protest,\rdblquote but withholding support forfeits any platform from which to speak.\par \pard\tx204\par \pard\nowidctlpar\fi-125\li204\tx249\tx374\b\i Rule 5: Stay connected with people. \b0\i0 Once we\rquote ve been elected, we try not to remove ourselves from the creative tension of ministering to people. This makes our decisions practical rather than speculative.\par \pard\tx204\par \pard\nowidctlpar\fi-125\li204\tx249\tx374\b\i Rule 6: Respect the majority vote. \b0\i0 If the Lord haLVALrs called the board to serve, then presum\-ably God will express his voice through a majority vote of the members. Sometimes the minority is right but the timing is wrong.\par \pard\tx204\par \pard\nowidctlpar\fi-125\li209\tx249\tx374\b\i Rule 7: Speak up. \b0\i0 Problems develop when opin\-ions expressed clearly outside the meeting never get voiced in the meeting.\par \pard\tx209\par \pard\nowidctlpar\fi-125\li204\tx249\tx374\b\i Rule 8: Respect dissenting opinions. \b0\i0 No sincere church leader wants a rubber-stamp commit\-tee. The objective should be enthusiastic, well-reasoned unanimity.\par \pard\tx204\par \pard\nowidctlpar\fi-125\li204\tx249\tx374\b\i Rule 9: Love one another. \b0\i0 Hosting occasional so\-cial events with the entire board and spouses at which no business is discussed is a healthy exercise.\par \pard\tx204\par \pard\nowidctlpar\fi-125\li204\tx249\tx374\b\i Rule 10: Do not use spiritual authority as a club. \b0\i0 A vote against a spiritual leader does not necessarily infer a lack of spiritual commitment or maturity.\par \pard\par STEPHEN A BLY\par \par `\tab\tab\tab\tab\tab\tab\tab\tab\tab\tab\tab\par CHAPTER 4\par DECISION MAKING\par \par IN THIS CHAPTER\par SEEKING GOD\rquote S WILL IN DECISION MAKING 037\par STEPPING STONES TO A DECISION 039\par WHO MAKES DECISIONS IN A CHURCH 039\par GATHERING SUPPORT FOR YOUR PLAN 041\par HOW TO REDUCE THE CONFLICT OF CHANGE 041\par DECIDING WITHOUT DIVIDING 042\par HOW ETHICAL ARE YOUR DECISIONS? 043\par WHEN TO SURVEY THE CONGREGATION 043\par TIMELY TOOLS FOR WRITING SURVEYS 044\par \par \pard\nowidctlpar\b SEEKING GOD\rquote S WILL IN DECISION MAKING\par \b0 by \i Eric Reed, managing editor \i0 of Leadership\par \cf1\b Too often, the missing element in God\rquote s business is God.\cf0\b0 \ldblquote At church meetings, we often expect the pastor to pray bookend prayers\emdash one at the beginning and one at the end\emdash but then it\rquote s business as usual,\rdblquote says Sister Ellen Morseth. \ldblquoLVALste Spiritual discernment is essential to the church, but it has been buried for years.\rdblquote\par Morseth and Presbyterian minister Charles Olsen are founders of Worshipful Work, a Kansas City\emdash based ministry that teaches church leaders to bring worship practices into church boardrooms and business meetings. The ministry grew from a Lilly Endowment\emdash funded study that Olsen did on how congregations make decisions.\par Most church leaders assume that God is guiding what they decide. With the influence of business models on church planning and admin\-istration, congregations may sometimes bypass the plans that God has for them for the sake of efficiency.\par Olsen and Morseth believe that seeking the mind of God in decision making is crucial, so their objective is to reestablish discernment as a spiri\-tual practice within congregations. In \i Transform\-ing Church Boards \i0 (Alban, 1995), the book that resulted from the Lilly study, Olsen defines the practice first by what it is not:\par \pard\par \pard\nowidctlpar\li175\tx204 Discernment is not consensus decision making.\par Discernment is not a political process.\par Discernment is not a logical, rational discipline that leads to inescapable conclusions.\par \pard\tx175\par \pard\nowidctlpar\tx4354 For determining what God wants, Olsen cites Romans 12:2: \ldblquote Then you will be able to test and approve what God\rquote s will is\emdash his good, pleasing and perfect will.\rdblquote He says that the process of dis\-cerning God\rquote s will requires patience. \ldblquote Consulting Scripture, waiting in silence, and corporate soul searching are not an easy way out,\rdblquote Olsen says. \ldblquote Efficiency-minded boards are accustomed to con\-trolling the agenda, but the discernment agenda tends to have a life of its own.\rdblquote\par \pard\tx204\par \pard\nowidctlpar\b Discernment in Decision Making\par \pard\nowidctlpar\tx4354\b0 As pastoral administrator of a parish in Montana, Morseth led the congregation through LVALta long pe\-riod of discernment on a complicated decision. She did not announce the process but began building it into church life on three levels: with individuals, with small groups (committees), and then with the congregation as a whole.\par \pard\nowidctlpar\fi232\li232\tx232\tx464 Church boards just beginning to work in discern\-ment may need an ordered structure at first, espe\-cially those accustomed to parliamentary rules. As procedures give way to the process, several unique things occur. \ldblquote Prayerful discernment slows down the verbal and aggressive members while seeking the wisdom of the silent ones,\rdblquote says Olsen.\par Morseth agrees. \ldblquote I make sure that everyone has a chance to say something, especially those who are naturally quiet,\rdblquote she says. She tells of a storefront congregation in Kansas City, in which an elderly man who attended board meetings would only speak when spoken to. But he was a sage. The leader learned to call on this man when the group was floundering because he could suc\-cinctly state what the group was doing.\par Discernment in decision making cannot be re\-duced to a series of steps, says Morseth. Rather, the steps are more like movements. The first movement asks, \ldblquote God, what is your yearning in this matter?\rdblquote The last movement says, \ldblquote God, it seems that your yearning is ________\par \par \pard\nowidctlpar\b The Process of Seeking God\rquote s Will\par \pard\nowidctlpar\tx4354\b0 It is important that the \ldblquote God question\rdblquote truly be a question. So you ask, \ldblquote God, do you want us to purchase this property?\rdblquote rather than state your desire in the form of a question such as, \ldblquote God, you want us to purchase this property, don\rquote t you?\rdblquote Surrendering to God\rquote s desire involves everyone\rquote s rigorous self-examination to release personal de\-sires and presuppositions about God, the church, and the issue at hand.\par \pard\nowidctlpar\tx4348 After frLVALuaming the God question, the group iden\-tifies a guiding principle to lead them through the process of discerning God\rquote s will. This may be the present vision of the congregation, its chief goal or characteristic, or its founding purpose. Every option is measured against this principle.\par Each option is then pondered, improved by rec\-ommendations from the group, and tested for its spiritual weight. \ldblquote In a rational, practical system, we would line up the options and vote on them,\rdblquote Morseth says. \ldblquote In spiritual discernment, we give more time to each option so we can think more creatively about the possibilities. We don\rquote t discount them even if they seem impractical.\rdblquote The eventual decision is often a combination of ideas that would not have emerged from one person alone.\par Once the group decides on an option as the one most likely the result of God\rquote s leading, the group asks the final God question again: \ldblquote God, it seems that your will for us in this is _________ After that, the group \i rests \i0 with the decision for a while. \ldblquote We ask, \lquote Does it rest well with God and with us?\rdblquote\par A Presbyterian pastor told Morseth that on major issues, the church\rquote s session waits until the following meeting before entering their decision in the minutes. They wait to see how it rests with them.\par \pard\tx317\par \pard\nowidctlpar\li158\b When to Involve the Congregation\par \pard\nowidctlpar\li158\tx204\b0 Part of discernment is knowing whether or not a matter is appropriate for communal spiritual dis\-cernment. \ldblquote Don\rquote t start with a hot topic on which everyone has their minds made up,\rdblquote Morseth says. \ldblquote That\rquote s a win-lose decision, and spiritual dis\-cernment is not about winning and losing. At the\par \pard\nowidctlpar same time, it should be something important\emdash not whether to have ham or chicken at the potluck.\rdblquote\par Morseth tells pastors and other leaders tLVALvo practice personal discipline on an issue before introducing it to congregational decision making. \lquote One person told me that their council lights the Christ candle in the sanctuary and brings it into the meeting room. Another man said that he took a few minutes before the meeting to quiet himself in the sanctuary rather than rushing in to join the line of committee members at the copier. Prior to the next meeting, several board members joined him. Eventually, they moved the whole meeting into the sanctuary.\rdblquote\par \pard\par \pard\nowidctlpar\b WHO MAKES DECISIONS IN A CHURCH?\par \pard\nowidctlpar\tx4348\b0\i An interview with James D. Berkley, author of nu\-merous books and articles on church leadership and administration\par \pard\tx204\par \pard\nowidctlpar\fi232\li232\tx232\tx464\b Who makes the decisions in your church? Who\b0 \b should do so?\b0\par \pard\nowidctlpar\tx204\i0 Some major decisions, such as calling a pastor; encumbering the church with a loan, or buying property, are congregational decisions. Almost all other decisions are made in the session [the rul\-ing body of the church, the board of elders, and pastors. I strongly feel that a group makes better decisions than an individual. As a leader, I need to think, lead, and envision, but I\rquote m a fallible hu\-man being, and I\rquote m pleased to have wise, thought\-ful, praying, and caring leaders beside me. That doesn\rquote t keep me from exercising influence, but it keeps me from being a tyrant or from thinking that I alone know what God wants for these people.\par \pard\tx204\par \pard\nowidctlpar\tx4354\b\i At what point in the decision process should the congregation be included?\par \pard\nowidctlpar\tx204\b0\i0 I\rquote ve found that it\rquote s best not to throw out an open-ended question, such as, \ldblquote We\rquote ve got a whole lot of people and not much space. What do you think we should do?\rdblquote That\rquote s a setup for chaos. It\rquote s helpful for a group of people to take responsiLVALwbility for a pre\-liminary idea. They generate the idea and bring it to the large group. The proposal might be greatly modified before it\rquote s finally approved, or it might be approved as is. At least there\rquote s something on the table to talk about, rather than a vague problem to buzz around like a swarm of gnats.\par \pard\tx204\par \pard\nowidctlpar\tx4354\b\i Wha\b0 t \b about the role of opinion leaders in a decision\emdash how do you identify these people?\par \pard\nowidctlpar\tx204\b0\i0 There are several ways to identify opinion leaders:\par \pard\tx204\par \pard\nowidctlpar\li311 When an opinion leader speaks, people listen. Usually things go in a different direction after he or she speaks. People trust this person.\par In an organizational meeting, toward whom do the heads turn? He or she is probably an opinion leader.\par \pard\nowidctlpar\fi232\li232\tx232\tx464 Some opinion leaders are like mother hens. One person cared deeply about people. She would get little parties together in her house, invite old-tim\-ers and newcomers, and get them mixing with one another. She was a marvelous opinion leader.\par Some people are known for their deep spiritual\-ity. They are close to God, have taught for years, and people have learned from them. These people are probably opinion leaders.\par In most churches, some committees stumble along, and others really make it happen. I look at the ones that work and ask, \ldblquote OK, who is the chairman of that committee? Where\rquote s that energy coming from?\rdblquote Opinion leaders move to the front. Keep your eyes open and notice who they are.\par \pard\tx204\par \pard\nowidctlpar\tx4354\b\i How do you get opinion leaders to work with the board?\par \pard\nowidctlpar\tx204\b0\i0 You don\rquote t snag an eagle with worms as you would a robin. An eagle wants something to put his tal\-ons into and fly away with. Most opinion leaders, if given the opportunity to do something substantial, will rise to the occasion. Put opinion leaders inLVALx a role that demands a lot from them and calls forth the gifts and abilities God gave them.\par \pard\tx204\par \pard\nowidctlpar\tx4354\b\i How do you convince your congregation to approve a decision?\par \pard\nowidctlpar\tx204\b0\i0 If it\rquote s a bad idea, it probably won\rquote t fly. But even some good ideas will fail. Your leaders may not have the authority to make the decision, or you may not have the confidence of the people. If we are competent, beloved, well-respected leaders, we will probably have a lot of influence in moving the congregation toward approval.\par \pard\tx204\par \pard\nowidctlpar\tx4354\i What \b convinces you that your church has made a good decision?\par \pard\nowidctlpar\tx204\b0\i0 One\emdash it\rquote s so basic\emdash is that we know it\rquote s the will of God. Searching the Scriptures is the best way to find out what is truly God\rquote s will. Obviously, you\rquote re going to have a hard time deciding from Scrip\-ture whether you should paint the church blue or brown, but what we do in the life of the church needs to accord with God\rquote s will.\par \pard\nowidctlpar\tx255\tx4348 Second, time will show how effective the de\-cision is. Let\rquote s say I decide that we need to add another worship service. Through my influence, I push it through, but it doesn\rquote t work; nobody comes. If an idea isn\rquote t reaching people, drains their energy, and makes them feel discouraged, it probably wasn\rquote t a good decision. You\rquote d better back up and figure out why it\rquote s not working and what will.\par \pard\tx255\par \pard\nowidctlpar\tx4354\b\i What do you do as a board if you realize you made the wrong decision?\par \pard\nowidctlpar\tx204\b0\i0 A good leader does not fool himself or beat around the bush; she recognizes the truth even when it\rquote s painful. When you make a bad decision as a board, pull the plug on it! Figure out what caused that mistake and how you can avoid making it again.\par \pard\par \pard\nowidctlpar\b STEPPING-LVALySTONES TO A DECISION\par \i 1.\tab Agree on a common focus. \b0\i0 The agenda should give board members the opportunity to interact on issues well before the meeting. In preparing the agenda, list all decisions to be made, including the exact wording of proposals. The preparation is time-consuming, but it saves the group hours of needless discussion, keep the wording concise and clear, limit last-minute additions, and consider calling a special meeting if a major item threatens to overwhelm the regular agenda.\par \pard\tx1876\tx2069\par \pard\nowidctlpar\b\i 2.\tab Prepare carefully. \b0\i0 Participants must be given crucial data. The purpose of this information is to provide what\rquote s needed for group members to make wise and informed decisions, not to force them toward a par\-ticular choice. Preparation includes the pros and cons and brings members who have been absent up to speed. Keep everyone in a group decision; do not run ahead of anyone.\par \pard\tx1876\tx2069\par \pard\nowidctlpar\b\i 3.\tab Provide for full discussion. \b0\i0 One way to encourage discussion is to present a proposal \ldblquote for discussion only.\rdblquote Knowing that a decision isn\rquote t expected produces a freer atmosphere for sharing.\par \pard\tx1876\tx2069\par \pard\nowidctlpar\b\i 4.\tab Face conflict squarely. \b0\i0 As a board, we must demonstrate interest in everyone\rquote s concerns. We shouldnt be more concerned about getting on with business than about keeping each member\emdash even dissenting ones\emdash a part of the group. The best way to value a dissenting member is to listen carefully to objections. Once a protest has been lodged and explained, the dissenter has the responsibility to support the decision made by the group. A group wins when everyone faces conflict honestly.\par \pard\tx1876\tx2069\par \pard\nowidctlpar\b\i 5.\tab Pace for endurance. \b0\i0 At the end of our regular three-hour meeting last fall, we decided to continue discus\-sion of some unsettled business. The extendeLVALzd session went ninety minutes longer. In that time, we arrived at two split decisions, our first non-unanimous decisions in more than a year. In our push to get things done, we didn\rquote t spend time resolving conflicts. That misstep cost the group wounded feelings and some doubts about the wisdom of our decisions. We would have done better to defer unfinished business until the next meeting.\par \pard\tx1876\tx2069\par \pard\nowidctlpar\b\i 6.\tab Stick to the agenda. \b0\i0 At our last board meeting, we all arrived tired from a day\rquote s work, but each member held an agenda with handouts to facilitate discussion. We knew what we were going to do and were pre\-pared to do it. We did some Bible study, shared personal concerns, prayed, and offered praise to God. We made decisions on several issues and adjourned. It was a very good meeting.\par \pard\nowidctlpar\fi232\li232\i\emdash Robert A. Osborne\par \pard\i0\par \pard\nowidctlpar\fi-125\li374\tx249\tx374\b GATHERING SUPPORT FOR YOUR PLAN\par \b0\i Kent R. Davies, a freelance writer living in Anacortes, Washington\par \pard\tx357\par \pard\nowidctlpar\fi-125\li175\tx249\tx374\i0 The principles of persuasion are the same whether you are lobbying church elders to purchase new pews or working with a city zoning board to expand your parking lot. Although there are no guar\-antees of success, following these simple rules should help:\par \pard\tx175\par \pard\nowidctlpar\li232\tx204\b\i 1.\tab Be patient and garner support \b0\i0 Selling ideas takes time. The degree of patience you must exercise is directly proportional to your ministry\rquote s size and the amount of money and change required to implement your idea. Begin by discussing the concept with key individuals in your church fam\-ily. Rallying part of the troops during this incu\-bation period will help to prepare you\emdash and the congregation......for\sub \nosupersub presenting your idea later.\par \pard\nowidctlpar\fi-175\li175\tx175\i 2.\tab\b Get input from\b0 \b others.LVAL{ \b0\i0 You want your contribu\-tion to be valued, so when you are developing an idea, seek the wisdom of anyone who can contribute expertise or affect the outcome. You will improve your idea, gain needed support\-ers, and identify potential roadblocks that you didn\rquote t anticipate.\par \pard\tx175\par \pard\nowidctlpar\li283\tx283 While you\rquote re sharing your idea, show people how it will affect them.\par If your plan requires the approval of other church officials, seek their input and sup\-port early in the process.\par Don\rquote t get defensive if some people attack your idea at this stage. Drawing battle lines early resolves few problems. Just because some parishioners don\rquote t like your idea doesn\rquote t mean they are your enemies.\par \pard\nowidctlpar\li634\tx634 Make changes in your idea as it winds its way through the decision-making process. If another person\rquote s opinion differs from yours, seriously consider its viability if it moves your idea forward.\par Never become so possessive of your idea that you deny others the opportunity to con\-tribute to it. Leave room for your colleagues to maneuver by being open to their sugges\-tions. You\rquote ll only lose if you try to dominate every step of the process.\par \pard\tx634\par \pard\nowidctlpar\fi-142\li374\tx232\tx374\b\i 3.\tab Be open to the needs of others. \b0\i0 Present your ideas to a group in a way that shows how it can meet their needs.\par \pard\nowidctlpar\fi-176\li351\tx175\tx351\b\i 4.\tab Share the glory. \b0\i0 Share the credit for your pro\-gram, should it succeed. Good leaders praise everyone\rquote s honest efforts. If people learn that you share credit for a job well done, you\rquote ll earn their trust and support for future ideas.\par \pard\nowidctlpar\fi-142\li374\tx232\tx374\b\i 5.\tab Don\rquote t give up on a good idea. \b0\i0 Stay focused on what you want to accomplish, and persist in your efforts to implement it. Be sensitive to timing. An idea that goes nowhere this year may gain accLVAL|eptance six months later when the need is more apparent. Sometimes it takes time for people to recognize an idea\rquote s true worth.\par \pard\nowidctlpar\fi283\li351\tx351\tx634 Don\rquote t be discouraged. If your idea doesn\rquote t pass now, leave the door open for another try. If you can\rquote t get approval at one meeting, keep an idea alive by offering to bring in more informa\-tion at the next meeting or set up a committee to do further research. Knowing when to back off and when to re-present your idea can lead to future success.\par \pard\tx351\tx634\par \pard\nowidctlpar\fi-125\li374\tx249\tx374\b HOW TO REDUCE THE CONFLICT OF CHANGE\par \pard\nowidctlpar\tx204\b0\i by Larry W Osborne, pastor of North Coast\par Church, Vista, California\par \pard\tx204\par \pard\nowidctlpar\tx204\i0 Conflict can be roused by attempts to change the way people are used to doing things. Here are steps to help reduce the conflict associated with change:\par \pard\tx204\par \pard\nowidctlpar\li204\b\i 1.\tab Test the waters. \b0\i0 With a new idea, I first find out how people will react should the change actually take place. I ask a cross section of our people\emdash board members, unofficial power brokers, and the average man or woman in the pew\emdash what they think of an idea. I\rquote ve found it best to use small social settings when I want a reading on people\rquote s initial reactions.\par \pard\nowidctlpar\li215\i 2.\tab\b Listen and respond to resisters. \b0\i0 People who re\-sist our ideas are sometimes called \i adversaries, \i0 but that label is usually mistaken. Rather than view resisters as enemies to be overcome, I prefer to see them as advisers in the process of transforming a good idea into a great idea. Like pain in the body, resistance lets me know that something needs adjustment.\par \pard\nowidctlpar By listening to resisters, I learn where change is most likely to go wrong. I also learn what hidden psychological barriers must be overcome. To figure out where those barriers areLVAL}, I ask two questions:\par \pard\tx204\par \pard\nowidctlpar\fi232\li204\tx232\tx464 Are the resisters objecting to the proposal or the presenter?\par Are the resisters objecting to the proposal or the way it was presented?\par \par \pard\nowidctlpar\li226\tx204\b\i 3.\tab Sell individuals before groups. \b0\i0 When an idea is presented to an entire group, everyone\rquote s opin\-ions become a matter of public record, and pub\-lic stands are hard to change. Though people often talk themselves into an idea they initially rejected, they seldom do so after they\rquote ve gone public with their opinions. Selling an idea to individuals before presenting it to the entire group makes it easier for people to change their minds. Those who study the process of change inform us that only 15 percent of people will adopt a new idea without first knowing who else is supporting it.\par \pard\nowidctlpar\li215\tx215\b\i 4.\tab Lead boldly. \b0\i0 For many, this isn\rquote t easy. It forces people to act or react. At times it can mean of\-fending a dear saint or losing a key family. Bold leadership is needed or inertia will restrain nec\-essary changes. Fear of upsetting a few can allow a handful of critics to hold off an army of support\-ers. \cf1\b The resulting ministry resembles a bus with one accelerator and sixty sets of brakes.\par \cf0\b0\par \pard\nowidctlpar\li515\b DECIDING WITHOUT DIVIDING\par \pard\nowidctlpar\fi-125\li311\tx249\tx374\b0 Whether a church is considering a building project, adding a service, or changing its bylaws, decisions often divide people. We naturally take sides, but the process of making a major decision can be unifying and energiz\-ing. Here are some suggestions for working together toward a decision:\par \pard\tx311\par \pard\nowidctlpar\fi-125\li374\tx249\tx311\tx374\b\i 1.\tab Work as a team. \b0\i0 Our culture accustoms us to the model of parliamentary debate, but this method encour\-ages individuals to become entrenched as they defend their views, disparage opposingLVAL~ views, and persuade others to join their side. The discussion of issues need not be adversarial. With a team approach, everyone works together at a given time on the same task. They explore advantages, discuss problems and alterna\-tives, and then make a decision.\par \pard\tx311\tx521\par \pard\nowidctlpar\fi-125\li374\tx249\tx311\tx374\b\i 2.\tab Put yourself in the other person\rquote s shoes. \b0\i0 Sometimes, no matter how hard you try to work as a team, some\-one stands in opposition. Instead of squelching contrary viewpoints and criticism, publicly and privately af\-firm the one who disagrees, saying, You don\rquote t have to agree with every decision we make. Better decisions come about when differing views are presented and prayerfully considered. Thank you for speaking up.\rdblquote\par \pard\tx311\tx521\par \pard\nowidctlpar\fi-125\li374\tx249\tx311\tx374\b\i 3.\tab Wait for the right timing. \b0\i0 Look at the opinion leaders in your congregation. If many are opposed to your idea, put off a decision until you\rquote ve gained their support. Then make sure that all issues are addressed.\par \pard\tx311\tx521\par \pard\nowidctlpar\fi-125\li374\tx249\tx311\tx374\b\i 4.\tab Do a congregation-readiness check. \b0\i0 From efforts that failed, we\rquote ve learned to ask the following questions to determine whether a congregation is ready to make a major decision:\par \pard\tx311\tx521\par \pard\nowidctlpar\fi-125\li374\tx249\tx374\bullet\tab Is there a climate of mutual trust and care? Look for members who feel free to share their needs with each other, respond with prayer and practical help, include others in their circle of friends, and enjoy doing things with each other informally.\par \pard\tx521\tx646\par \pard\nowidctlpar\fi-125\li374\tx249\tx374\bullet\tab Do people trust that God is at work here? If so, they\rquote ll be more willing to stretch and sacrifice. Build this spiritual environment with small steps of faith that gather spiritual momentum toward a larger vision.\par LVAL\pard\tx521\tx646\par \pard\nowidctlpar\fi-125\li374\tx249\tx374\bullet\tab Are members growing toward spiritual maturity? Look for growing commitment to prayer, Bible study, and ministry. Look for joy instead of duty in worship and discipleship.\par \pard\nowidctlpar\fi-175\li1265\i\emdash Stephen Lim\par \pard\tx215\i0\par \pard\nowidctlpar\tx204\b HOW ETHICAL\par ARE YOUR DECISIONS?\par \pard\nowidctlpar\li164\tx164\tx4348\b0\i James D. Berkley, author of numerous books and articles on church leadership and administration\par \pard\tx164\par \pard\nowidctlpar\fi232\li232\tx232\tx464\i0 At\b \b0 times, every church leader must make a dif\-ficult decision that will affect others in the life of the church. Will this decision have integrity? Un\-clear motives could cloud one\rquote s ability to make the right choices. It may be helpful to pass potential decisions through an ethical screen that asks the following questions:\par \pard\tx204\par \pard\nowidctlpar\li226\tx204\b\i 1.\tab Is this for the glory of God, or does it simply enhance self-interest? \b0\i0 The first command\-ment\emdash to have no other gods besides God\emdash is probably the toughest of the ten. We like to worship the person who is wearing our shoes. Truthfully answering this question of\-ten means wading through a pool of our own rationalizations, but it\rquote s worth it.\par \i 2.\tab\b Is this the best for others, or will it render harm? \b0\i0 In Ephesians 5:21, Paul summarizes how Chris\-tians ought to treat one another: \ldblquote Submit to one another out of reverence for Christ.\rdblquote That prin\-ciple is the basis for love in marriage and in the church; it is difficult because in both arenas we run against conflicting wills. As we look at Christ, we notice that every decision he made was based on the principle, What is best for them?\par \b\i 3.\tab Does my best response reflect the highest moral and ethical standards? \b0\i0 In Charles Sheldon\rquote s classic, \b\i In His Steps, \b0\i0 people make theiLVALr choices based on what Jesus would do in a given situa\-tion. The results are radical. Measured against what Jesus would do, our rationalizations look petty, as well they should. We can ask, \ldblquote Is God receiving the best from me?\rdblquote\par \b\i 4.\tab Does this decision stand up to public scrutiny? Is it something I\rquote d be proud to let anyone know about? \b0\i0 This bright-light principle wards off shady dealings in much the way that a night-light keeps monsters out of the nursery. How eager are we to autograph our decisions? Any moral decision that can\rquote t be proclaimed publicly probably requires a second thought.\par \pard\tx226\par \pard\nowidctlpar\b WHEN TO SURVEY THE CONGREGATION\par \b0\i by Craig Parro, international director of Leadership Resources International in Palos Heights, Illinois\par \pard\tx204\par \pard\nowidctlpar\fi232\li232\tx232\tx464\i0 Some pastors and church administrators fear con\-gregational surveys. Others view them as an im\-portant tool for getting congregational feedback prior to making a difficult decision. The following guidelines will help you decide when a church sur\-vey is appropriate:\par \pard\tx204\par \pard\nowidctlpar\fi-125\li374\tx249\tx374\b Guideline 1: Know the Issues\par \pard\nowidctlpar\fi232\li232\tx232\tx464\b0 Church leaders must determine what issues need to be addressed in a survey. Properly focused issues and well-targeted questions produce quality research.\par \pard\nowidctlpar\fi272\tx4354 Vague questions produce vague results. For example, asking, \ldblquote What can the church do to become more attractive to you?\rdblquote will result in no response, ambiguous responses (e.g., \ldblquote improve the Sunday school program\rdblquote ), or a smattering of eclectic answers that provide no coherent direc\-tion (e.g., \ldblquote print the bulletins on blue paper\rdblquote or \ldblquote find a better organist\rdblquote ).\par Specific questions will produce clearer results. For example, if you\rquote re trying LVALto determine what to do with the evening service, you might ask people to indicate their preference from a list of possibili\-ties, such as (a) meet in small groups at church for various studies. (b) meet in people\rquote s homes for various studies, (c) continue the evening ser\-vice as is, (d) discontinue the evening service al\-together, or (e) meet at 9:00 a.m. for Bible study, eat a light lunch together, then meet at 1:00 p.m. for formal worship\emdash no evening service.\par Some inherently negative issues are not well suited to survey research. For example, questions related to why someone does not attend church or Sunday school are likely to be answered de\-fensively or evasively. A more positive approach works better, such as asking what most attracts people to church or Sunday school and giving a list of possibilities to choose from.\par Questions that ask what people are doing are also better than asking what people intend to do. People often wish for better behavior than they are able to deliver. If you\rquote re looking for experienced people to tap as Sunday-school teachers, ushers, or committee chairmen, ask what people have al\-ready done and include a list of ministry areas.\par \pard\nowidctlpar\tx204 You might also ask what they are willing to do, if asked.\par \pard\tx204\par \pard\nowidctlpar\b Guideline 2: Develop an Action Plan\par \pard\nowidctlpar\tx204\b0 How will the data be used, and what decisions will result? Will you consider alternative plans depend\-ing on the results of the survey? A survey is helpful if the findings will be used as part of a decision-making process, but do try to forecast the results beforehand. Ask, \ldblquote If we discover , what will we do or not do as a result?\rdblquote Have in mind various scenarios resulting from the research that might lead to a significant ministry change.\par \pard\nowidctlpar\fi272\tx4354 If specific action plans are tied to data results, the results will probably be useful and easy to implement.\par \pard\tx272\LVALpar \pard\nowidctlpar\b Guideline 3: Prepare to Analyze\par \pard\nowidctlpar\tx204\b0 So, 277 questionnaires sit neatly stacked on the secretary\rquote s desk. Now what? It\rquote s time to interpret all those answers, and for that you need an estab\-lished analysis plan.\par \pard\nowidctlpar\fi272\tx4354 First, computerize your results. That will save you time in tabulating the results and help you to identify hidden insights and trends. Initial appraisals often raise additional questions: Do opin\-ions about the youth program differ by families with and without children? How did the youth respond?\par \pard\nowidctlpar\fi272\li180\tx4354 If computerizing the data is too time-consuming or challenging for in-house staff, consider hiring an outside consultant or tabulation firm to do the data entry, response coding, editing, and running of tabulations.\par \pard\nowidctlpar\fi272\tx4354 Next, develop a tabulation plan. Answer the following questions if you need to include geographic, social, and economic influences in your survey:\par \pard\sl-249\slmult0\tx204\par \pard\nowidctlpar\li175\tx4354 Will you want to compare the responses be\-tween men and women?\par \pard\nowidctlpar\li175 Will you want to distinguish responses by age, income, education, or employment? Will factors such as how far respondents live from church or membership status be important?\par \pard\qj\tx175\par \pard\nowidctlpar\tx4348 Carefully planning your units of analysis will help to determine the best survey methodology and the number of respondents required. A narrower focus will reduce the number of questionnaires required.\par \pard\nowidctlpar\fi272\tx4354\par \pard\nowidctlpar\li40\tx4348\b TIMELY TOOLS FOR WRITING SURVEYS\par \pard\nowidctlpar\fi232\li249\tx232\tx464\b0\i Designing and Conducting Survey Research: A Comprehensive Guide \i0 by Louis M. Rea and Richard A. Parker (Jossey Bass, 2005)\par \pard\tx1133\par \pard\nowidctlpar\li255\i How to Conduct Your Own Survey \i0 by Priscilla Salant and Don ApLVAL. Dillman (Wiley, 1994)\par \pard\par \cf2\f2\fs29\par } LVALu^5{\rtf1\ansi\ansicpg1252\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\lang1033\f0\fs28 CL 047-065\par CHAPTER 5\par INCORPORATING YOUR CHURCH\par \par IN THIS CHAPTER \par WHY INCORPORATE? 047\par \par \pard\nowidctlpar\qj\tx204\b WHY INCORPORATE?\par \pard\nowidctlpar\li215\qj\tx204\b0\i John R. Throop, founder of the Summit Group\par \pard\qj\tx215\par \pard\nowidctlpar\fi-198\li180\qj\i0 The following protection is provided by register\-ing a church as a corporation:\par \pard\qj\tx204\par \pard\nowidctlpar\li209\qj 1. Incorporation provides a sure liability shield, provided that the church board is not \ldblquote grossly negligent.\rdblquote Gross negligence means that board members are aware of something dangerous or wrong but allow it to continue until people are harmed by it.\par \pard\qj\tx209\par \pard\nowidctlpar\li209\qj\tx209\tx243 2. Churches must be incorporated to receive grants through federal or faith-based social-service programs or private foundations.\par \pard\qj\tx209\par \pard\nowidctlpar\li209\qj 3. Incorporated groups can obtain special mailing rates and purchasing discounts from vendors.\par \pard\qj\tx209\par \pard\nowidctlpar\li209\qj 4. The work involved in incorporating helps to clar\-ify an organization\rquote s purposes and procedures.\par \pard\qj\tx209\par \pard\nowidctlpar\li209\qj\tx209\tx243 5. Incorporation is necessary to obtain nonprofit status from the state. Nonprofit status is neces\-sary if donors to the church are to deduct contributions on their taxes.\par \pard\nowidctlpar\fi250\li209\qj\tx204 Some church leaders argue against incor\-poration, believing that it makes the church liable to the government when it should be ac\-countable only to God. Richard Hammar, editor of the \i Church Law and Tax Report, \i0 disagrees. \ldblquote That argument fails to distinguish between the church asLVAL a corporate entity and the church as the body of Christ.\rdblquote Hammer says, \ldblquote Any church that incorporates is not subservient to the state but provides advantages to its members."\par \pard\tx204\par \pard\nowidctlpar\fi-198\li1450\tx204\b Steps to Incorporation\par \pard\nowidctlpar\tx204\b0 Incorporating is time-consuming, and the process is different in every state. Essentially, it involves four steps:\par \pard\tx204\par \pard\nowidctlpar\li204\tx204 Drafting articles of incorporation\par Writing bylaws\par Electing a board of directors\par Paying a fee and filing the paperwork\par \pard\tx204\par \pard\nowidctlpar\tx204 In most states, the secretary of state\rquote s office han\-dles incorporation procedures as well as annual reporting requirements. Some states simply want to know if your church meets regularly, whereas other states want detailed information, especially about the use of fund-raising counsel.\par \pard\nowidctlpar\fi243\tx243\i How to Form a Nonprofit Corporation, \i0 by Anthony Mancuso, summarizes each state\rquote s re\-quirements for incorporation. Ignore the sections dealing with filing for federal tax-exemption sta\-tus, since churches are a separate class and don\rquote t need to seek IRS recognition.\par \pard\nowidctlpar\fi204\tx204 Articles of incorporation give the date and place of the organizational meeting and name the incorporators (there must be at least three). In addition, they state the address of the office\emdash usually a street address, not a post office box\emdash and name the registered agent of the corporation. Often the secretary or the treasurer fills this position as a board responsibility. Sometimes an attorney or outside accountant serves this purpose during the organizing period.\par An incorporating name must be selected. This is simply the church\rquote s official name. In most states, the secretary of state\rquote s office can do an incorpo\-rated name search for a small fee to make certain that your church is not dupliLVALcating an existing corporate name.\par Perhaps the most important element of the articles of incorporation is the statement of orga\-nizational purpose. The purposes for a nonprofit corporation must be explicitly charitable\emdash and for a church, religious. The statement identifies the key activities that the church will use to fulfill its stated purpose. Though the church constitu\-tion or charter is not a legal document per se, it may serve as a statement of purpose because the members have already covenanted to engage in certain activities. The constitution or charter is the church\rquote s internal organizing document. Transfer the purpose statements from the constitution or charter to the articles of incorporation.\par Some states (but not all) require that bylaws be attached to the articles. Bylaws address the fol\-lowing issues:\par \pard\tx204\par \pard\nowidctlpar\li204\tx204 Who are the members of the corporation, and how do they participate in the business of the church?\par How large is the board, who can be members, and what are the terms of office?\par What are the duties of the officers?\par Is there an annual meeting? If so, when and where is it held?\par How can bylaws be changed?\par Are your board members indemnified to\par protect them from personal liability while in office?\par \pard\tx204\par \pard\nowidctlpar\tx204\cf1\b The initial bylaws are approved by the incorpo\-rators and by the entire membership, if desired. Incorporated churches must then govern them\-selves in accordance with their bylaws. Inconsis\-tency between a church\rquote s bylaws and the actual operation of the church is a serious problem. If a decision is contested or a church split occurs, fail\-ure to follow bylaws can create legal headaches. Churches should follow their bylaws and keep the church constitution up-to-date.\par \pard\cf0\b0\par CHAPTER 6\par THE PASTORAL SEARCH\par \par IN THIS CHAPTER\par RESCUING THE SEARCH 049\par CANDIDATING BY VIDEO 052\par HOW TO FIND THE RIGHT PASLVALTOR 052\par CONFESSIONS OF A PASTORAL SEARCH COMMITTEE 055\par QUESTIONS TO ASK A CANDIDATE 060\par THE SEARCH FROM A PASTOR\rquote S PERSPECTIVE 062\par QUESTIONS TO ASK REFERENCES 062\par RESOURCES FOR THE PASTORAL SEARCH PROCESS 064\par DETERMINING A PASTOR\rquote S SALARY 065\par SETTING PASTORAL SALARIES 065\par \par \pard\nowidctlpar\fi243\li493\tx243\b RESCUING THE SEARCH\par \pard\nowidctlpar\fi204\li697\tx204\b0\i Mark Lauterbach, a pastor with Sovereign\par \pard\nowidctlpar\li505\tx504 Grace Ministries in San Diego, California\par \pard\tx504\par \pard\nowidctlpar\li505\tx504\i0 I shall always prize the chairman of a pastoral search committee from a church in southern Ill\-inois who came to visit with me prior to arrang\-ing my interview there. He came to our church in a major metropolitan area and had lunch at our\b \b0 home in a large suburb. At the end of the weekend, he asked me, \ldblquote How long do you think you could live in a community of five thousand people?\rdblquote We ended the candidating process right there. I ap\-preciated some things about this man that I would like to see more often in the search process.\b\par \pard\nowidctlpar\tx674\tx4881\b0\par \tab He knew his church and his community.\par \par \tab He took time to learn about me.\tab\par \pard\nowidctlpar\li692\tx691 He did so in person.\par \pard\nowidctlpar\li505\tx504\par After twenty-five years as a pastor, with experi\-ence on both sides of the search process, I have a few recommendations for pastoral-search committees:\par \pard\sl-243\slmult0\tx504\par \pard\nowidctlpar\fi-204\li180\b\i 1.\tab Find out how it\rquote s done. \b0\i0 Your goal is to find a godly pastor of proven character who fits your church. You want a person with leadership gifts and the skills to accomplish God\rquote s plans for your congregation. However thorough your search, you could end up with a mismatch, but with much prayer and some sensible guidelines, you may locate a leader who is well suited to your churcLVALh.\par \pard\nowidctlpar\li215\tx204\par \pard\nowidctlpar\fi170 That process begins with, an honest assess\-ment. Search committees are convened infre\-quently (we hope), so they are not usually made up of people with past experience. Few committee members are skilled in hiring, yet they must act as human-resource directors. They are not theo\-logians, but they must ask theological questions. They do not run a church, but they have to evalu\-ate someone\rquote s ability to do so. They usually oper\-ate on the basis of what they like and do not like.\par That being the case, it seems wise to get good counsel from more than one source on how to search for a pastor. Denominational leaders can be helpful, and pastors of other churches can make good coaches.\par \pard\nowidctlpar\li204\b\i 2.\tab Test the DNA of your church. \b0\i0 The first thing that many churches do when their pastor leaves is to ask what the congregation needs in a pas\-tor. Before surveying people, understand that every church has a distinct culture. Take some culture samples first. Strong influences on a church\rquote s DNA are a long-term pastorate, a highly negative experience (a split, waning membership), or a positive experience (sudden growth, a new building, a great new program).\par \pard\nowidctlpar\fi170 Be cautious about using a survey. Surveys can be valuable if the leaders of the church estimate the results first, then compare those assumptions with the actual findings. That will show how well they know the church. Surveys are also valuable if an outside leader or consul\-tant helps you decide what to look for and how to calculate the results.\par One church\rquote s survey revealed that the con\-gregation was focused on the past. Every area of perceived strength was from the church\rquote s golden days, and those days were long over.\par It\rquote s not easy to know who you are as a church. It is essential to focus on actions rather than words. Forget the mission statement\emdash it\rquote s a dream. What people LVALare doing or have recently done establishes what they think is important.\par \pard\nowidctlpar\fi170\tx198 For a fresh perspective, ask for input from new members. They often see you more clearly than you see yourself. Above all, get face-to-face with people, talk with them in home meetings, and get personal.\par \pard\nowidctlpar\fi170\tx215 Here are a few simple questions for identify\-ing the key actions of your church:\par \pard\tx215\tx385\par \pard\nowidctlpar\fi243\li385\tx243 What are the church\rquote s most popular pro\-grams? Don\rquote t tell a prospective pastor that you are a praying church if no one comes to prayer meetings and there is minimal prayer in Sunday school.\par What do members of the church get up\-set about? People argue about things that violate their DNA, even if it\rquote s convenient parking. Along this line, what was the last argument about at a board meeting?\par What happened to the last person who changed worship, introducing new songs or modifying the order of doing things? Answer\-ing this question will show whether a church is open to change. How difficult was it to make the change? Did people get angry?\par What have been the church\rquote s longest-term successes? Caution: These are your poten\-tial idols.\par What has been the average length of tenure for your pastors and staff members? Have you had more than a few angry departures? Ask members of the church to describe what they do with their time and who they spend it with. What is most of the church budget spent on? If members hang out with each other and spend all their spare time in church, don\rquote t talk about being good at evangelism.\par \pard\tx385\par \pard\nowidctlpar\li204\b\i 3.\tab Determine what the church needs\b0 \b in a leader. \b0\i0 Cyn\-ical friends of mine say that churches always pick someone who is the opposite of their pre\-vious pastor. Great doers follow great teachers, and great teachers follow great doers.\par \pard\nowidctlpar\fi-18 That may be true, but look to thLVALe departing pastor for insight. One pastor told his board there were a few qualities he had built into the church that they should not change. They ignored him and brought in a change junkie. The new pastor took the church through years of pain and con\-flict before things finally settled down.\par \pard\nowidctlpar\li204\tx204\b\i 4.\tab Speed up the process. \b0\i0 Someone has convinced many search committees that the only way to get a full pool of names for a prospective pastor is to solicit r\'e9sum\'e9s from every pastor in North America. Internet access has made this solici\-tation both simpler and more complicated. One church I know received five hundred r\'e9sum\'e9s from prospective pastors.\par \pard\nowidctlpar\fi-6 There is a better way. Talk to people who know pastors. Contact folks who know your church and know candidates who are worth pur\-suing. If you do not know people who can make those recommendations, start with seminary presidents or professors or pastors of nearby churches. Get their top recommendations and put those on your short list.\par \pard\nowidctlpar\fi-198\li192\tx192 Use the Internet to get names, and then stop using the Internet. Be quick and personal in your contacts with candidates, and meet face-to-face with those you think are good pos\-sibilities. One church sent me a letter telling me that I had been recommended by a friend. I was asked to respond to one question if I was in\-terested. I wrote back and two weeks later was contacted by phone. After an apology for taking so long, the caller said, \ldblquote Mark, we think you are one of our top possibilities. We do not like to spend much time with mail and phone calls. Would you come out for a visit, at our expense, no strings attached?\rdblquote This committee knew how to communicate.\par Be ready to speed up the search process if someone rises to the top. One search process I participated in brought a person recommended by two-thirds of our sources. We debated whether to scuttle our multistep process and goLVAL for him. We did, and we were glad we did, especially after we learned that others were in\-terviewing him. He wanted to work with us, but he was going to take whatever came first.\par \pard\nowidctlpar\li204\tx204\b\i 5.\tab Answer the tough questions. \b0\i0 Whether your church addresses its problems during the in\-terim or saves them for the new pastor, tell the truth about who you are. Every church has a history of problems. Every church has limits to what it will change. Instead of saying, \ldblquote We\par \pard\nowidctlpar\li192 are looking for a new leader to take us into the future,\rdblquote how about, \ldblquote We are an established church that is fairly committed to a formal pat\-tern of worship and adult Sunday school. We may get used to drums, but forget the rock and roll. Our idea of good worship is that it encour\-ages people to use their hands to hold their hymnals.\rdblquote\par \pard\nowidctlpar\fi-198\li192\tx192 Say that the building needs repair or remod\-eling and that the parsonage has an outhouse. Don\rquote t cover your warts. Humility and honesty are much more attractive than a place dressed to kill.\par Don\rquote t go on too long about your poten\-tial. Every church has potential, which really means, \ldblquote There are things we should be doing but aren\rquote t, and we hope getting a new pastor will get us to do what we haven\rquote t wanted to do so far.\rdblquote Potential is rubbish. If you have the op\-portunity, why isn\rquote t someone doing something about it already?\par \pard\nowidctlpar\fi243\li192\tx243 Here is an inside secret for search com\-mittees. Experienced pastors are looking for churches that have the right answers to these questions:\par \pard\tx192\tx385\par \pard\nowidctlpar\fi243\li192\tx243 Do you have any problems?\par \pard\nowidctlpar\fi204\li385\tx204 If you tell me, \ldblquote We all have problems,\rdblquote I am heading to the airport fast. Tell me, \ldblquote Yes, we had a staff member whom we hurt deeply by treating him poorlLVALy\rdblquote or \lquote We have a changing population in the neighborhood.\rdblquote These I will buy.\par \pard\nowidctlpar\fi243\li192\tx243 How long have you had these problems?\par \pard\nowidctlpar\fi204\li385\tx204 Not long, I hope; otherwise, you don\rquote t have a problem but a dysfunctional church. What have you done to fix them?\par Don\rquote t say, \ldblquote Well, it\rquote s all in the past now; we are moving on.\rdblquote I want to know what you did to make it right.\par \pard\tx385\tx595\par \pard\nowidctlpar\li204\tx691\b\i 6.\tab Spend time with the candidate. \b0\i0 Here\rquote s one place to slow the search process down a bit. If possible, let a candidate visit the congregation over two Sundays.\par \pard\nowidctlpar\fi-204\li221\tx504\tx708 I have done the two-Sunday process at two churches. It was invaluable. I came, preached, and spent the week with members and commit\-tees in various settings. When I preached the next week, I spoke to people that I knew.\par \pard\nowidctlpar\fi243\li192\tx243 The goal was for me to spend as much time with as many different people as possible. This is courtship. Reality begins to come through by Friday. Questions emerge repeatedly. Attitudes surface. You see the candidate under pressure, and he or she gets to see you in your own living room. This makes for a good decision.\par \par \pard\nowidctlpar\li226\tx504\b CANDIDATING BY VIDEO\par \pard\tx226\par \pard\nowidctlpar\tx504\b0 The usual process of searching for a pastor involves gathering r\'e9sum\'e9s and calling refer\-ences. After a phone interview or two, the candidate is brought to the church for a meet-and-greet session prior to a vote.\par \pard\nowidctlpar\tx691 Hold it! Let\rquote s put the conventional process on pause for a few days. Before launching into a whirlwind weekend, try a creative intermediate step: Swap videos.\par Our search committee recently used this approach in filling two ministry positions. We asked a candidate to shoot short clips of his present LVALministry and to interview a few core leaders. Then, with the camera running, the candidate took a walking tour of his house, chat\-ting with the family or roommates. Finally, the candidate answered (on camera) a short list of questions provided by the committee.\par For example, we asked:\par \pard\tx243\par \pard\nowidctlpar\fi-243\li243\tx243\bullet\tab How has your passion for ministry been real\-ized in your present setting? How could it be realized at our church?\par \pard\tx243\par \pard\nowidctlpar\fi-243\li243\tx243\bullet\tab Show us an object in your home that is impor\-tant to you. Explain why it is significant to you.\par \pard\tx243\par \pard\nowidctlpar\tx504 In return, we sent our candidates a video that included a tour of our facilities, scenes from our ministries, and unrehearsed comments from people the candidate would be working with. We kept our video homemade and asked candidates to do the same.\par \pard\nowidctlpar\tx691 Swapping tapes gives both the search com\-mittee and the candidate concrete images of each other before the candidate is introduced to the whole church.\par If you\rquote re candidating and a search committee hasn\rquote t asked for a video, offer them one, It can be a powerful tool for communicating your vision and style.\par \pard\nowidctlpar\tx504\i\emdash David Riemenschneider\par \par \pard\nowidctlpar\tx204\b\i0 HOW TO FIND\par THE RIGHT PASTOR\par \b0\i by Warren Bird, a primary researcher and writer for Leadership Network\par \pard\tx204\par \pard\nowidctlpar\tx204\i0 When our pastor announced his resignation, our elders quickly assigned people to pick up various responsibilities. Then our search for a new pas\-tor began. The elders selected a variety of church members to serve on the pulpit committee. In ad\-dition to seeking out suitable candidates, we were charged with some special tasks.\par \pard\nowidctlpar\fi221\tx221 Since we are a nondenominational church, we had no denominational forms or personnel office resources from which tLVALo draw, so we developed several tools to assist candidates in evaluating our church (and vice versa). Five of those tools are described below.\par \pard\tx221\par \pard\nowidctlpar\tx204\b 1. Church poll\par \b0 First, we asked our congregation three questions:\par \pard\tx204\par \pard\nowidctlpar\fi-204\li221\tx504\tx708 What do you see as our church\rquote s major needs on which the new pastor should focus?\par What major strengths in our church should we ask our new pastor to perpetuate?\par What personal strengths are you looking for in a new pastor?\par \pard\tx221\par \pard\nowidctlpar\tx204 During the announcements one Sunday morning, our committee chair asked for congregational input to the search process. We passed out sheets with questions, gave some time for parishioners to\b \b0 respond, then collected the sheets and began categorizing the comments.\par \pard\nowidctlpar\fi379\qj\tx198 The responses were fairly standard\emdash most people wanted a new pastor with strengths that our former pastor lacked. The process was valu\-able because it helped parishioners feel included. Some of the comments helped us decide what qualities to look for in prospective candidates.\par \pard\qj\tx379\par \pard\nowidctlpar\li255\qj\b 2.\tab Are-you-interested letter\par \pard\nowidctlpar\qj\b0 Next, we sent all prospective candidates a brief are-you-interested letter. In two short paragraphs, we described our church\rquote s doctrinal persuasion, location, size, and pastoral needs. This brief letter saved us much time, postage, and photocopying expense, since only about one out of ten candi\-dates responded. To them we sent packets of our follow-up material.\par \pard\qj\tx204\par \pard\nowidctlpar\li255\qj\b 3.\tab Church profile\par \pard\nowidctlpar\qj\tx0\b0 While awaiting responses to our first batch of let\-ters, we began working on the follow-up materials. The first part (the church profile) required a lot of effort, but the feedback from candidates made it worthwhile. One said, \ldLVALblquote I can tell the general tenor of a church by its questionnaire. Your church was up front and honest with me.\rdblquote\par \pard\nowidctlpar\fi379\qj\tx0 For a thumbnail profile of our church, we first brainstormed ideas of what we thought candidates might want to know, then we did homework to ver\-ify the data we wished to cite. We called city hall, analyzed our church membership lists, and talked with other church members. Here\rquote s the profile we constructed of our church:\par \pard\qj\tx379\par \pard\nowidctlpar\fi243\qj\b\i A.\tab Our \b0 people\par \pard\nowidctlpar\fi204\qj\tx204\i0 We have many educated young adults under forty years of age.\par We have some financially established adults. We have a big group of working-class people. Usually, we have a large group of teens.\par Members live over a wide geographic area.\par We have a number of people who only attend church on Sunday morning.\par \pard\nowidctlpar\tx504 Our congregation is mobile; there\rquote s much turnover.\par Average Sunday morning worship and Sunday-school attendance is 125 adults and children. Average church membership is sixty-five. Our annual budget of $_______ includes 21 percent for ten missionaries and two agen\-cies that we partially support.\par \pard\tx391\par \pard\nowidctlpar\tx504\b\i B.\tab Our strengths\par \b0\i0 We\rquote re evangelical and biblical in doctrine.\par We have a strong lay ministry, with a good delegation of responsibility.\par We enjoy variety in worship.\par We have good small-group involvement.\par We are open to change.\par \pard\tx391\par \pard\nowidctlpar\tx504\b\i C.\tab Our weaknesses\par \pard\nowidctlpar\b0\i0 We don\rquote t do much community service.\par We need more ministry to youth and children.\par We need help with evangelism.\par We lack specific church goals.\par \pard\tx391\par \pard\nowidctlpar\b\i D.\tab Our facilities\par \b0\i0 Our building is twenty years old. The main floor has an auditorium with over\-flow, baby nursery, and pastorLVAL\rquote s office. The basement has various classrooms, a large multipurpose room, and a kitchen. There\rquote s a large, paved parking lot.\par \pard\tx391\par \pard\nowidctlpar\tx691\b\i E.\tab Our activities\b0\par \pard\nowidctlpar\i0 We have Sunday morning worship, Sunday school, Sunday evening believers\rquote fellow\-ship, weekday small-group meetings, week-night Pioneer Clubs, a music program, and a teen group.\par \pard\tx391\par \pard\nowidctlpar\fi-243\tx204\tx243\b\i F Our history\par \pard\nowidctlpar\b0\i0 Countryside Chapel began in 1956 as a Sun\-day school. The church progressed from meeting in a home to completing its own building in 1961.\par Robert Kantner was the first pastor. He served ten years.\par David Jankowski served from 1971 to June 1980.\par \pard\nowidctlpar\tx204\par \pard\nowidctlpar\li209\b\i G.\tab Provisions for \b0 pastor\par \pard\nowidctlpar\fi-198\li379\tx198\i0 We offer a salary (paid monthly), car expense, housing allowance, paid vacation, medical benefits, office supplies, and a part-time secretary.\par \pard\tx379\par \pard\nowidctlpar\li209\b\i H.\tab Our community\par \pard\nowidctlpar\fi-198\li379\tx198\b0\i0 Glendale Heights is a fast-growing suburb west of Chicago. Population is about 22,000. It is a transient community with many blue-collar workers.\par It is largely Roman Catholic.\par \pard\tx379\par \pard\nowidctlpar\li209\b\i I.\tab Our doctrine\par \pard\nowidctlpar\fi-198\li379\tx198\b0\i0 We are a nondenominational church af\-filiated with the National Association of Evangelicals.\par Our church constitution (enclosed) contains a lengthy statement of faith to which all church members subscribe.\par \pard\tx379\par \pard\nowidctlpar\fi243\tx204\tx243\b 4. Pastor\rquote s job description\par \pard\nowidctlpar\fi204\tx204\b0 We asked our former pastor to summarize a typi\-cal week\rquote s activities and estimate how many hours he spent for each. As we typed this up for our can\-didates, we included a note saying that this joLVALb de\-scription was for information only, not a blueprint to be followed. Here are the highlights of his job description, listed in order of priority:\par \pard\tx204\par \pard\nowidctlpar\li198\tx198\tx504 Discipleship (3 hours per week): preparing for and being involved with a church leader or new Christian\par Evangelism (4 hours): reading, planning, and evangelizing a person or group each week Visitation (5 hours): hospital, home, hospitality, etc.\par Study (12 hours): general study and Bible study Sermon preparation (10 hours): studying, writing, and practicing\par Counseling (4 hours)\par Administration (12 hours): Have lunch, as of\-ten as possible, with church leaders or elders. Attend as few committee meetings as possible. Miscellaneous (5 hours): Who knows what will happen that you have no control over?\par Meetings (6 hours): Plan morning service, participate in evening service planning, be in\-volved in weekly home small group, lead Sun\-day-school class, and supervise the church\rquote s seventeen committees.\par \pard\tx198\par \pard\nowidctlpar\fi243\tx204\tx243\b 5. Prospective candidate information sheet\par \pard\nowidctlpar\fi204\tx204\b0 Our questions elicited a variety of responses from prospective candidates. One fellow wrote in response to a query, \ldblquote Dumb question!\rdblquote Another man told us later, \ldblquote That was refreshing. It made me think as I responded.\rdblquote\par \pard\nowidctlpar\fi198\tx504 We had a reason for unusual questions. Since our questions didn\rquote t always have one right answer, they helped us to sense our candidates\rquote relational skills, spiritual gifts, and personality traits. Here are some of the questions:\par \pard\tx198\par \pard\nowidctlpar\li198\tx198\tx504 What are your hobbies and interests? Rank the following according to your profi\-ciency: preaching, counseling, leading small groups, visitation, teaching, training leaders, administration, youth work, music, Christian education, working with individuals, dooLVALr-to-door evangelism.\par List the most significant books you have read in the past year. What magazines do you read regularly?\par What activities or outings have you partici\-pated in with your family or with friends in the past year?\par What have been the major changes in your thinking and/or perspective in the past year? How would you propose to address these prob\-lems in a congregation? (a) The need for true fellowship (b) The need for a deeper prayer life and commitment\par How would you fulfill your ministry if there were no Sunday in the week?\par What are the most significant trends in our society today?\par What emphasis do you give to eschatological teaching?\par \pard\tx198\par \pard\nowidctlpar\tx204 The use of these five tools was followed, of course, by interviews, recommendations, and visits. We believe the Lord used our pulpit committee\rquote s self\--written tools to help us find a new pastor in just six months. More importantly, we\rquote re convinced that the \i new \i0 pastor is God\rquote s perfect gift to our church, for his strengths have matched our needs.\par \pard\nowidctlpar\fi238 Our new pastor\rquote s overall reaction to our pas\-toral search process was positive. He said that it helped him in the following ways:\par \pard\tx238\par \pard\nowidctlpar\b\i It\b0 \b encouraged healthy self-evaluation. \b0\i0\ldblquote I was challenged to rethink the goals and objectives my ministry at that time. What was I really doing? What was really important to me?\rdblquote\par \pard\nowidctlpar\li164\tx691\b\i It built\b0 \b confidence. \b0\i0\ldblquote The questionnaire gave me a chance to represent myself fairly, to give an accurate and honest picture of myself regarding both strengths and weaknesses. I came to the interviews much more relaxed and open. I did not feel that I had to live up to anything.\rdblquote\par \pard\nowidctlpar\fi204\li198\tx204 3.\tab\i It \b prepared him for ministry at our church. \b0\i0\ldblquote One of the greatest problems of starting a LVAL t a new place of ministry is knowing where to begin,\rdblquote our pastor said. \ldblquote What are this church\rquote s critical needs, and how do I minister to them? Some\-times a pastor is called to a church and discov\-ers that the picture presented was phony. You gave me a very accurate picture of the church in its strengths and weaknesses.\rdblquote\par \pard\tx198\par \par \pard\cf2\f1\fs29\par } LVALu^5{\rtf1\ansi\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\froman\fprq2\fcharset0 Times New Roman;}{\f2\froman\fprq2\fcharset2 Symbol;}{\f3\fswiss\fprq2\fcharset0 Arial;}{\f4\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\nowidctlpar\tx504\lang1033\b\f0\fs28 CONFESSIONS OF A PASTORAL SEARCH COMMITTEE\par \pard\nowidctlpar\li181\tx181\tx504\b0\i Emory A. Griffin, professor emeritus of Communications at Wheaton College and president Communication First\par \pard\tx181\par \pard\nowidctlpar\fi238\tx198\tx238\i0 A song in the play \i Fiddler on the Roof \i0 begins, Matchmaker, Matchmaker, make me a match; find me a find, catch me a catch.\rdblquote\par \pard\nowidctlpar\li164\tx691 Several years ago, fourteen others and I were charged to find a pastor who best matched our church. We were to discover the most qualified suitor, convince him that he couldn\rquote t possibly be happy without us, and deliver him to the congrega\-tion.\par \pard\nowidctlpar\tx243 Of course, we were to proceed every step of the way with full assurance that God was smiling on our efforts.\par \pard\nowidctlpar\fi238\tx504 Twenty-six months later, I stood with tears streaming down my cheeks as our new pastor and his wife walked down the aisle to the thunderous applause of people who had voted 311 to 0 to call them to our church.\par Those were tears of joy. I am convinced that God was not only pleased with the decision but had nudged us in that direction. They were also tears of relief. I had spent over six hundred hours in the search\emdash the equivalent of seventy-five eight-hour workdays. That included reading and discussing r\'e9sum\'e9s, listening to taped sermons every Tuesday night for three hours, calling references, traveling to hear preachers in their home churches, and interviewing candidates dur\-ing extended meals. The weekends were killers. I made eight overnight trips to see people on their turf and was invoLVALlved in an equal number of visits when they came to ours.\par They were also tears of sadness. Twill miss the group. During the life of our pastoral search com\-mittee, fifteen disparate\emdash and sometimes desper\-ate\emdash individuals bonded with one another. We also learned much about how to search for a pastor.\par \pard\tx238\par \pard\nowidctlpar\fi-204\li709\tx504\tx708\b Requirements of a Committee Member\par \pard\nowidctlpar\fi-243\li180\b0 One factor in the pastor search was beyond our control. The size and makeup of the search com\-mittee had been set by church leaders and con\-firmed by church members. We thus had to live with each other\rquote s strengths and foibles for the duration of our work. There were times when we were amazed at our collective wisdom; at other moments, we would have cheerfully strangled our appointers for their shortsightedness.\par \pard\nowidctlpar\fi238\tx504 In one sense, the group was a microcosm of our church, a broad spectrum of theological and social positions. That diversity made it tougher to agree on a pastor, but it also decreased the chances of a significant element of the church feeling grumpy when the candidate was finally presented.\par In another sense, the group was different. Our commitment to the church was very high. I don\rquote t think any of us realized how long the search would take, yet in more than two years of a frustrating search, no one on the committee quit We joked that the only way to leave was feet first.\par \pard\nowidctlpar\fi-198\qj\tx198 Toward the end of our labors, a candidate asked why we didn\rquote t have young people on the committee. We had former elders and deacons, the leader of the current stewardship campaign, two folks with seminary training, a magazine edi\-tor who could write turndown letters that made the recipient feel good, and a pilot who could fly us to other cities, but no teens. We just smiled and said that we had young people on the committee when we began, but now they were grown, mar\-ried, anLVALd had kids. Of course, the real reason was that it would have been unfair to expect such a time, energy, and travel commitment from a high-school student.\par We weren\rquote t a cross section of the congregation in another way. The committee was handpicked to put the church\rquote s best foot forward, so committee members were chosen with an eye to physical at\-tractiveness, social skills, and intelligence, as well as spiritual commitment. We were selecting a pastor, but we also had to sell the pastor on our church.\par There were some real drawbacks in the way we were constituted. The chief one was size. There were too many of us on the committee. I\rquote d opt for twelve committed members in a large, diverse congregation, and nine or ten for a small, homo\-geneous fellowship.\par \pard\qj\tx255\par \pard\nowidctlpar\qj\b Finding the Leader\par \pard\nowidctlpar\qj\tx204\b0 You might imagine the difficulty in selecting one person to ride herd over such a group of fast-track thoroughbreds. Yet over the first year, a leader\-ship team evolved that served us well.\par \pard\nowidctlpar\fi-198\qj\tx198 We began by electing a chairman. Don seemed a natural with his vibrant faith, affable personality, and ability to talk in front of the congregation. As an apparent afterthought, we elected Bill and Barb as vice-chairpersons.\par It soon became apparent that Don would be unable to lead the group. Business reversals and family tragedy sapped him of time and energy. An understandable aversion to conflict rendered him\par \pard\nowidctlpar\qj\tx204 incapable of making tough decisions. Our two vice-chairs stepped in to help. We ended up with a leadership troika\emdash three leaders pulling in the same direction.\par \pard\nowidctlpar\fi-198\qj\tx198 As we entered our second year, Barb clearly became the first among equals. She was willing to grasp the power and to hold others accountable. She understood that people vote with their pres\-ence and that the mission disintegrates if absen\-teeism goes unLVALchecked. One way of rousing her wrath was to be absent without clearing it ahead of time.\par Barb also had an unswerving commitment to the unity of the search committee. More than once she charged us to love and care for one another. She backed this up publicly by insisting that every\-one should have a say and that others should lis\-ten and respect their opinion. Our meetings went long, but we eventually reached unanimity.\par All three leaders recognized the importance of forging warm emotional bonds within the com\-mittee. They scheduled parties with spouses to bring us together in non-task situations. Times of prayer were interspersed with moments of laughter.\par The lesson here for other groups is not to get locked into a leadership structure too early. Se\-lect a leader for the first few months to get you through the organizational phase. By then every\-one will have a good idea of each other\rquote s capabili\-ties and personality quirks, and the true leader will naturally emerge. Or select two leaders. One person can shepherd the group in its task, while the other can focus on the emotional needs of members.\par \pard\tx255\par \pard\nowidctlpar\b Narrowing the Field\par \pard\nowidctlpar\tx204\b0 We began our search slowly, partly because we\rquote re orderly Presbyterians. Before we could interview candidates or even peek at their credentials, we had to prepare a church information form to give prospective pastors a handle on who we are.\par \pard\nowidctlpar\fi-198\tx198 The statistical data was easy\emdash size of member\-ship, annual budget, average Sunday worship at\-tendance, number of churches in the community, nearest hospital, etc. What took more time were\par \pard\nowidctlpar\tx204 our goals and long-range plans: Did we want to grow? What ministry to the community had priority? We also had to list and rank twenty-two empha\-ses in ministry. We had to decide what was most important among preaching, hospital visitation, community service, counseling, evangelism, laity traiLVALning, Christian education, and so forth.\par \pard\nowidctlpar\fi-198\tx198 Our profile was impressive. We were an 1,800-member church with a $500,000 budget, a solid youth program, large, well-trained choirs, and a Christian counseling center. Yet that checklist hurt us in the long run. Successful pastors in large churches read this glowing report and saw no\b \b0 challenge. Pastors in less ambitious situations were intimidated.\par \pard\nowidctlpar\fi-198\li180\tx198 Only later did we share the soft underbelly of the operation. Although we had many laypeople of unquestionable talent, not all of them were biblically literate. We had fine programs but little faith-sharing among members. We learned that our weaknesses rather than our strengths would attract the kind of leader we sought.\par \pard\nowidctlpar\fi-198\tx198 A corporate headhunter tells me that match\-ing an executive with a firm is a question of what you can get with what you have to offer. A good match is mutually agreeable to equally attractive parties. We spent the first year aiming too high by eking for a forty- to fifty-year-old superstar with proven track record at a large church. By the second year, we concentrated on younger pastors who were ready to take on a larger church. But I\rquote m getting ahead of the story.\par \pard\tx221\par \pard\nowidctlpar\fi204\tx204\b The Sorting Process\par \pard\nowidctlpar\tx204\b0 After our profile was submitted to church head\-quarters, we received a flock of r\'e9sum\'e9s. We asked for r\'e9sum\'e9s of people whose names had been rec\-ommended by members or outside friends. Others came from pastors who heard about the vacancy and applied on their own. Still more came from de\-nominational headquarters after our desires were matched with a minister\rquote s stated strengths.\par \pard\nowidctlpar\fi345\tx504 The r\'e9sum\'e9s were six to ten pages long. To save time and money, we made only four copies each and assigned them to a subgroup of the search committee. If those folks liked LVALwhat they read, the papers were sent on to another group, and so on till they had made the rounds. It was a false economy. Over a three-month period, forty r\'e9sum\'e9s entered the pipeline, but none came out. On the advice of a pastoral adviser from another congregation, we decided to duplicate fifteen cop\-ies of each r\'e9sum\'e9. Everyone on the committee was assigned to read the same dossiers for a given week, and the system began to flow.\par \pard\tx204\par \pard\nowidctlpar\fi204\tx204\b Scoring the Candidates\par \pard\nowidctlpar\tx204\b0 At each meeting, we listed all the candidates and plotted the members\rquote scores on a grid for all to see. Then we talked about the candidates one at a time. It was a tedious practice but well worth it. We got a better handle on the candidates, and we learned a lot about our own tastes and attitudes. An average score of twelve or more on a candidate put their file into a \ldblquote pursue further\rdblquote category. If any committee member had a \ldblquote tingle\rdblquote\emdash a strong emotional response\emdash we\rquote d pursue a candidate re\-gardless of their score. It was part of the respect we had for each other\rquote s views.\par \pard\nowidctlpar\fi-198\tx198 It\rquote s tough to say what earned high marks. After reading more than two hundred dossiers, I\rquote m still not able to spot a magic formula. We found that what worked best was a plain-language summary of educational training, previous pastorates, pres\-ent accomplishments, strengths, and places for growth. We were irritated when someone tried to get too cute, and we got suspicious when a r\'e9sum\'e9 ducked questions on theology, never mentioned family relationships, or showed a history of job-hopping. We didn\rquote t want a shepherd who would soon itch for a new flock.\par Within the Presbyterian Church, dossiers in\-clude the salary range a person expects. In some cases, that lets you know immediately that a can\-didate is out of range. This validates the traditional wisdLVALom that a r\'e9sum\'e9 will never get a person hired but is often a reason to turn someone down. Some of our best candidates barely cleared the dossier hurdle. The one we called received a score of seven from the search committee member who later became his biggest booster. The moral of this story: Don\rquote t put too much weight on the dossier.\par \pard\nowidctlpar\fi238\tx504\par \pard\nowidctlpar\qj\tx204 If you have good reason to believe that a person is a prime prospect, go and meet him.\par \pard\nowidctlpar\fi334\tx504 We learned this the hard way after persisting in one-way communication. If we liked what we read, we sent for a taped sermon. This was the most dis\-couraging part of our search. Our previous pastor had had an imposing presence in the pulpit. Our interim pastor was even better, using rich imagery that made Scripture come alive. Most of what we heard on tape paled by comparison.\par I admit that it\rquote s not fair to judge a sermon with\-out getting the visual impact, but I\rquote d recommend that a committee planning to use tapes request copies of sermons given on specific dates. That increases the chance of a representative sample rather than one sure-fire spellbinder. Insist that the sermons be recorded live. We groaned every time we heard a message recorded in a study.\par If you hear solid content but are put off by the mood and manner of delivery, have someone see the speaker in person before you eliminate him. If you respond both to the words and the style on tape\emdash run (don\rquote t walk) to see him in his own church. He\rquote s an endangered species.\par \pard\tx334\par \pard\nowidctlpar\li198\qj\b Up Close and Personal\par \pard\nowidctlpar\qj\b0 The advantages of seeing a pastor on his home turf include the following:\par \pard\tx204\par \pard\nowidctlpar\fi243\li385\qj\tx243\b\i You see the whole person, not a truncated ver\-sion. \b0\i0 The way that a pastor greets folks as they leave the sanctuary is as telling as what he does during the service.LVAL\par \b\i You get an idea of the type of people he attracts.\par \pard\nowidctlpar\fi204\li334\qj\tx204\b0\i0 One of the winsome factors about our candi\-date was the warmth of his congregation. One church seemed more loyal to the American flag than to the cause of Christ, and we wouldn\rquote t have spotted that without traveling.\par \pard\nowidctlpar\fi243\li385\qj\tx243\b\i It shows the pastor that you\rquote re seriously\b0 \b inter\-ested. \b0\i0 If he\rquote s a reluctant candidate, your pres\-ence may change his opinion about relocating.\par \b\i Traveling draws search-committee members together. \b0\i0 Nothing bonds people better than sit\-ting together on a Sunday morning in Milwau\-kee eating bratwurst or getting lost trying to find a church in Cleveland.\par \pard\nowidctlpar\qj\tx204 The toughest part about visiting another church is knowing that you may want to steal their pastor. When the woman next to me in the pew welcomed me warmly as a visitor and raved about the min\-ister, I felt like a spy whose cover was about to be blown.\par \pard\nowidctlpar\fi334\tx504 Although we began to get a good composite image of a candidate from the dossier, tapes, and visits to the church, we worked hard to contact people who had seen the person in action. As might be expected, stated references were always laudatory. If a man can\rquote t find five people to put in a good word for him, he\rquote s in big trouble. But we wanted candid appraisals of strengths and weak\-nesses and the nuances of personality that aren\rquote t communicated by \ldblquote He\rquote s great.\rdblquote\par Here are some of the lessons we learned. First, check references after you already have a decent handle on a person. You\rquote ll be able to ask intelligent questions and zero in on potential problem areas.\par If you\rquote re just going through the motions, write a letter. If you really care, pick up the phone. Some\-one who is sold on a person will be willing to take twenty minutes to be specific. If you catcLVALh him or her at a bad time, set up a time to call back.\par \pard\nowidctlpar\fi130\li709\qj\tx504\tx708 Take copious notes. You think that you\rquote ll re\-member details, but unless you have a verbatim account of key phrases, all you\rquote ll retain is a general impression.\par \pard\nowidctlpar\fi215\li221\qj\tx447 Give people an opportunity to rave about their colleague, but also give them permission to be critical. The more you talk about your church, the more specific they\rquote ll be. I happened upon a closing question that often provided a wealth of insight: \ldblquote What question should I have raised that would help us understand the essence of who John is?\rdblquote Then I\rquote d just shut up and wait for a reply. Sometimes there was an awkward silence for up to thirty seconds, but the response was worth the wait. It also turned out to be a good question to ask the candidate at the end of an interview.\par \pard\tx204\tx419\par \pard\nowidctlpar\li198\qj\b Getting Serious\par \pard\nowidctlpar\fi130\li709\tx504\tx708\b0 We did not lightly invite a person to meet with our search committee. This usually meant a two-day visit involving food, lodging, preaching in a neutral pulpit, a tour of the community, and six hours or so of discussion. We went through that process ten times.\par \pard\nowidctlpar\fi260\qj\tx198 A typical visit included the candidate\rquote s spouse. We found it essential to view the interplay between the two. The obvious tension between one pair raised warning signals. Conversely, the spontaneity between the man we called and his wife confirmed our view that he was an effective people person.\par We picked up couples at the airport on Friday morning and let them get settled in a nice hotel. They would find flowers and a basket of items customized to their interests. If he was a jogger; there was a map of the jogging trails in the county. women from rural areas appreciated news on shopping centers. Of course we included the usual chamber of commerce maps and bLVALlurbs on the community. Some couples used those to scout on their own, so we put a car at their disposal. An af\-ternoon guided tour of the church was followed by dinner with the committee in a member\rquote s home.\par Saturday was spent at the church. Various com\-mittee members would lead on different topics, such as theology, mission, worship, preaching, Christian education, stewardship, and evange\-lism. We also gave the candidate time to ask us questions.\par The mood and manner were as informative as the content. One man talked himself out of a job by giving fifteen-minute answers to fifteen-second questions. Multiple coffee breaks and lunch gave ev\-eryone a chance to stretch. Sometimes wives were in on these discussions, sometimes not. On Satur\-day night, we let the couple relax by themselves. We figured there was a lot of pillow talk about us.\par On Sunday, we went to another church in our area where we had arranged for our visitor to preach. We kept that assignment secret from our congregation so there would be no opportunity for opinions to form before the interview process was complete. Not even our spouses were privy to the names involved.\par Following the service, we met for a final talk. If the visiting pastor had no further questions, we shared our individual visions for the church.\par Although I\rquote ve outlined the typical visit, things were a bit different in the case of the couple we called. We sent a delegation of four people to visit their church, and they met with the pastor and his wife for a three-hour discussion over a meal. He had just lost his associate and was unable to get away for a weekend, so we arranged for a midweek visit, knowing that we\rquote d be unable to hear him preach. Most of us were comfortable with that, since his tapes had been fine and the four-person team had raved about his sermon.\par However, he volunteered to conduct a worship service just for the committee. We met in a cold chapel at dusk on a bleak day\emdash fifteen people sit\-ting LVALin a sanctuary that could hold a few hundred, and without any of the usual trappings of worship. His prayer, Scripture reading, and message liv\-ened the sanctuary with light and warmth. It was a magical moment.\par \pard\qj\tx260\par \pard\nowidctlpar\qj\b Popping the Question\par \pard\nowidctlpar\qj\tx204\b0 Early on, we had adopted ground rules for the final decision. As it turned out, we needed this protec\-tion. We had some stormy sessions, as the same candidate could generate praise and scorn from different members. We had agreed that no one who had four or more \ldblquote no\rdblquote votes would receive a call, even if the other eleven thought he was the greatest pastor since the apostle Paul.\par \pard\nowidctlpar\fi260\qj\tx198 Since abstentions were allowed, it was theoreti\-cally possible for a bland personality who didn\rquote t arouse anyone\rquote s ire to slide through without a strong endorsement. To counter this possibil\-ity, we stipulated that a candidate had to receive eleven positive votes. Although we held only two formal votes to call, this bylaw colored all of our deliberations. Each member had to consider, \ldblquote If it comes to a vote, which way will I go?\rdblquote\par There was an added complication at the end. After two years of diligent work, we had three excellent prospects. In other search committees, this has led to each member\rquote s staunchly defending his own choice and knocking the others, which resulted in a fractured committee and the loss of all candidates. To counter this, we set up an elabo\-rate preliminary polling procedure. It may seem cumbersome, but it served us well.\par \pard\nowidctlpar\fi130\qj\tx504\tx708\par \pard\nowidctlpar\fi243\qj\tx198 On decision night, we took an initial straw vote in which each member had fifteen points to spread among the three candidates. We couldn\rquote t give more than eight or less than two votes to any candidate. A typical vote might be distributed like this:\par \pard\nowidctlpar\fi130\li709\qj\tx504\LVALtx708\par \par \trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4317\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8743\pard\intbl\nowidctlpar\qj\tx504\tx708 PASTOR A\cell 8\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4317\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8743\pard\intbl\nowidctlpar\qj\tx504\tx708 PASTOR B\cell 5\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4317\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8743\pard\intbl\nowidctlpar\qj\tx504\tx708 PASTOR C\cell 2\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4317\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8743\pard\intbl\nowidctlpar\qj\tx504\tx708\cell 15\cell\row\pard\nowidctlpar\fi-198\li1450\sl-243\slmult0\qj\tx198\f1\fs18\par \par \pard\nowidctlpar\fi243\qj\tx243\f0\fs28 We then discussed the candidate with the least votes, with every member having up to five min\-utes to comment on that candidate. This was fol\-lowed by similar rounds for the middle tally and again for the top choiLVALce. We then took a second straw poll using the same fifteen-point system.\par \pard\nowidctlpar\fi-198\li180\qj\tx198 Finally, after a time of prayer, we voted on the person receiving the highest total.\par \pard\nowidctlpar\qj\tx204 The leading candidate emerged before the of\-ficial vote. Through the straw polls and discussion, every member could see which way the wind was blowing. Much to everyone\rquote s surprise, one man\rquote s total was almost as high as the other two combined. He increased that lead on the second straw poll fol\-lowing the discussion. When the official vote was taken, there wasn\rquote t a single negative vote. After twenty-six months, we sat in awed silence. We had unanimous agreement on a candidate.\par \pard\nowidctlpar\fi226\qj\tx198 Now, would he agree to come to our church? Although it was past midnight, we called the can\-didate. At most, we expected him to say, \ldblquote Fine, let\rquote s get together and talk about the finances,\rdblquote but without hesitation he simply said, \ldblquote I accept.\rdblquote God had been working with him as well. How glorious it was to have someone who wanted us!\par Would the congregation agree? We hammered out a financial package including housing expenses, study leave, and moving costs. We prepared a bro\-chure introducing the candidate\rquote s entire family to the church. We scheduled a Saturday coffee for members to meet our couple, and on the following day, our prospective pastor preached to a packed church. At three o\rquote clock that afternoon, the search committee made its report to the congregation. One after another, we each gave our reasons for recommending a \ldblquote yes\rdblquote vote.\par The congregation voted 311 to 0 to approve the candidate.\par \pard\nowidctlpar\fi-198\li1450\qj\tx198\par \pard\nowidctlpar\li447\qj\b QUESTIONS TO ASK A CANDIDATE\par \pard\nowidctlpar\fi-198\li1450\qj\tx198\b0\par \pard\nowidctlpar\fi204\qj\tx204\tx238 The questions listed below have proven effective in many hirinLVALg situations. Each applicant and each inter\-viewer is unique, however, so feel free to add, change, or skip questions as needed.\par \pard\nowidctlpar\li317\tx504 What you\rquote re looking for is a good fit between the person and the position. Thus, you can\rquote t interview effec\-tively until you have a clear description of the position: what skills it requires, which spiritual gifts are essential, and so on.\par You\rquote ll need at least two hours to complete the interview, It\rquote s much better to spend the time now than to suffer with a person who\rquote s a bad fit for the position or to have to ask someone to leave.\par The most reliable indicator of future performance is past performance. The most revealing questions in this list are usually the ones that begin, Tell us about a time when ...,\ldblquote so we encourage you not to skip too many of these. After you\rquote ve asked such a question, the applicant may be silent for some time before answer\-ing. That\rquote s normal and good, so don\rquote t try to fill the silence or move to another question.\par \pard\tx1938\tx2063\par \pard\nowidctlpar\fi204\li317\qj\tx204 1. About your current or recent ministry:\par \pard\nowidctlpar\fi-198\li1450\qj\tx198\par \pard\nowidctlpar\fi204\li317\qj\tx204\bullet What do you like best about your current ministry?\par \bullet In your work, what causes 80 percent of your frustration, tension, and pressure? In what ways?\par \bullet What do you like least about your work?\par \bullet What part of your job brings you 80 percent of your pleasure, joy, and fun? In what ways?\par \bullet Tell me about an average good day in your ministry. . . and an average bad day.\par \bullet Describe the best person who has worked with you or for you, or for whom you worked.\par \bullet What improvements would you make in your present position?\par \pard\tx1938\par \pard\nowidctlpar\fi204\li317\qj\tx204 2. About why you want to work here:\par \pard\nowidctlpar\li317\tx504\bullet Tell us aboutLVAL your spiritual journey. How does this position fit with God\rquote s work in your life?\par \bullet What interests you about serving our church?\par \bullet What do you hope to get out of this ministry?\par \bullet What do you hope to contribute?\par \pard\nowidctlpar\fi-360\li720\f2\'b7\tab\f0 What are your expectations of a board? What do you hope they will be and do for you?\par \pard\nowidctlpar\li243\qj\bullet What do you see as your main strengths and weaknesses? (Note: For weaknesses don\rquote t accept answers like \ldblquote I work too hard\rdblquote or \ldblquote I try to make things perfect.\rdblquote )\par \bullet What would your current coworkers say are your main strengths and weaknesses?\par \bullet What is one area in which you would like to grow professionally? What is one area for personal growth?\par \bullet If you could divide your time between people and tasks, what would be a good split for you?\par \bullet What are your unique qualifications for this position? What sets you apart from other applicants?\par \bullet Tell us about a time when you felt you reached your peak performance.\par \bullet If anything were possible, what would you like to be doing in five years?\par \bullet Missionary Eric Liddell says in the movie \i Chariots of Fire, \i0\lquote When I run, I feel [God\rquote s] pleasure.\rdblquote How would you fill in the sentence, \ldblquote When I ______, I feel God\rquote s pleasure\rdblquote ?\par \bullet Tell us about a meeting you attended. What was your role in the meeting, and what happened?\par \pard\tx243\par \pard\nowidctlpar\fi204\qj\tx204\i 4. \i0 About times when you were challenged:\par \bullet Tell us about a time when you had a conflict.\par \bullet Tell us about a time when your work was criticized.\par \bullet Tell us about a time when you broke the rules.\par \bullet Tell us about a time when your sense of humor helped you.\par \pard\tx204\par \pard\nowidctlpar\fi204\qj\tx204 5. About your dreams and ideals:\parLVAL \bullet Describe two or three people you admire.\par \bullet Who has been a role model for you?\par \bullet What do you have \ldblquote an unscratchable itch\rdblquote to do?\par \bullet What have you been reading the past six months?\par \bullet What principles are most responsible for your success?\par \bullet What\rquote s your personal motto?\par \pard\tx204\par \pard\nowidctlpar\fi204\qj\tx204 6. About your perspective on this position:\par \bullet What questions do you have about this position?\par \bullet What concerns or fears do you have as you consider this position?\par \bullet What question should we have asked, but didn\rquote t?\par \par \par \pard\nowidctlpar\qj\tx204\b THE SEARCH FROM A PASTOR\rquote S PERSPECTIVE\par \b0\i by John H. Beukema, senior pastor of King Street\par United Brethren Church in Chambersburg,\par Pennsylvania\par \pard\qj\tx204\par \pard\nowidctlpar\fi-198\qj\tx198\i0 As a veteran pastor of the pastoral search pro\-cess, I agree with Thomas Campbell, who wrote, \ldblquote Better to be courted and jilted, than never to be courted at all.\rdblquote But courtship is not easy for pulpit committees or candidates. Here are seven types of search-committee \ldblquote dates\rdblquote I\rquote ve been on:\par \pard\nowidctlpar\qj\tx204\i 1, The blind date\par \pard\nowidctlpar\fi-198\qj\tx198\i0 The scenario begins with a phone call or letter from some unknown church asking for my r\'e9\-sum\'e9. Usually I am willing to risk the postage, though for all I know, the church could just as well be a militia group as an assembly of believers.\par \pard\nowidctlpar\fi249\qj Then the church sends me a detailed question\-naire, but they don\rquote t include a single scrap of in\-formation about the church. I wonder if filling out this form is a waste of time. I know only the name and address of the church. It\rquote s as if the church is saying, \ldblquote We want to find out everything about you without telling you anything about us.\rdblquote\paLVALr One such church had my r\'e9sum\'e9, philosophy of ministry, my summary of ministry experiences, and a five-page questionnaire that detailed every\-thing from my favorite doctrines to my favorite sports. I received three cheery letters from the church secretary. She seemed quite nice, but for all I know, the church was a front for a waste-man\-agement plant. The fourth cheery letter told me I was no longer on the list.\par \pard\nowidctlpar\fi-198\li198\qj\tx198\b\i 2.\tab The cheap date\par \pard\nowidctlpar\qj\tx204\b0\i0 While candidating, I once transported two search-committee members in my car. The parking lot attendant held out his hand for payment. As I fum\-bled for my wallet, no one moved or spoke.\par \pard\nowidctlpar\li232\qj\i Are they going to let me pay for this? \i0 I wondered.\par \pard\nowidctlpar\fi243\qj\tx243 The attendant impatiently gestured for me to hurry, so I extracted a bill from my wallet. I was glad the delegation hadn\rquote t scheduled a dinner.\par Another time, a church I had no prior con\-nection with asked for my r\'e9sum\'e9. A few weeks later, several people on the pulpit committee showed up in church unannounced. Later that week, they called and asked if I would come for an interview.\par I said I wanted to know more about the church first. The chairman assured me that my questions would be answered in the interview.\par Since the church was only an hour\rquote s drive away, I went there on my day off. I mostly enjoyed the three-hour interview. They picked my brain about what God had done in our ministry. They tantalized me by holding up a copy of their five-year plan, but they wouldn\rquote t let me touch the document.\par Then one committee member asked, \ldblquote John, tell us why you want to be our senior pastor.\rdblquote\par I grinned, replying, \ldblquote But I don\rquote t want to be your pastor.\rdblquote\par They were visibly startled. I pointed out that while I might become interested, I didn\rquote t know enough about the church or the LVALcity to make that decision. \ldblquote Remember,\rdblquote I said, \ldblquote you contacted me; I didn\rquote t contact you. In fact, after our brief discus\-sion tonight, I question whether my gifts and vi\-sion match your need.\rdblquote\par The evening ended soon after that, and I never heard from them again. No phone call of thanks for making the trip, no note, no nothing.\par \pard\nowidctlpar\fi-198\li198\qj\tx198\b\i 3.\tab The silent date\par \pard\nowidctlpar\qj\tx204\b0\i0 The rules of this kind of dating include never let\-ting the candidate know you have received any of his or her submissions. Never send a thank-you for anything or let the candidate know whether he or she is still a candidate. Never reassure the candidate that it will take excessive amounts of time for the committee to run its battery of tests (e.g., DNA analysis) on all submissions.\par \pard\nowidctlpar\fi243\qj\tx243 One committee became upset when they dis\-covered that I was candidating at another church. They had minutely examined sermon tapes and interviewed my grade-school teachers, squander\-ing months of time\emdash all without telling me that I was still on their list. In the intervening months, they had become secret admirers, and now they felt that I was cheating on them.\par \pard\nowidctlpar\fi-198\li198\qj\tx198\i 4.\tab\b The manipulative date\par \pard\nowidctlpar\qj\tx204\b0\i0 After candidating in one church, my wife and I knew that it was not God\rquote s place for us. We refused a couple of invitations to return for another week\-end. Then the search-committee chairman called.\par \pard\nowidctlpar\fi243\qj\tx243\ldblquote John, we realize that you and Amy have said no,\rdblquote he said. \ldblquote But there are a significant number of people at the church who are praying for God to change your mind, and they are fasting until you return.\rdblquote\par How could we refuse?\par We drove up for another weekend, during which the Lord clearly confirmed our prior de\-cision: \ldblquote Didn\rquLVALote t I already tell you this wasn\rquote t the place?\rdblquote Under pressure, we had given up a week of vacation and vast amounts of emotional energy only to say no.\par \pard\nowidctlpar\fi-198\li198\qj\tx198\b\i 5.\tab The clumsy date\par \pard\nowidctlpar\qj\b0\i0 I was amazed when a church that had expressed great interest in me called to ask if I would send another copy of my r\'e9sum\'e9. They had lost the first one.\par \pard\nowidctlpar\fi243\qj\tx243 From another church, I received a letter re\-questing more information. The letter had been typed with a typewriter that needed a new ribbon and made all the capitals a half line higher than the lowercase letters. The blotchy, erratic document also had an address label pasted crookedly at the bottom. It looked like a ransom note.\par \pard\nowidctlpar\fi204\qj\tx204\par \par \pard\nowidctlpar\fi243\li470\qj\tx243\b QUESTIONS TO ASK REFERENCES\par \pard\nowidctlpar\fi204\li266\qj\tx204\b0 References usually reveal more by phone than in writing. Listen not only to the words but to the silences and the tone of voice. If a reference is not enthusiastic or takes a long time to list a candidate\rquote s strengths, the ref\-erence may have reservations about the candidate.\par \pard\nowidctlpar\fi204\qj\tx204\par \pard\nowidctlpar\li510\tx504 References are selected because a candidate wants them to be positive about him or her. One of the key questions below is, \lquote What are some ways you\rquote d like to see this person grow or develop?\rdblquote That question politely gets at the candidate\rquote s weaknesses, and every candidate has some. References may say, \ldblquote I can\rquote t think of ways this person needs to grow.\rdblquote If so, follow with, \lquote It would be helpful for us if you could think of at least one\rdblquote and then remain silent for a time.\par Usually, it\rquote s wise to complete four reference interviews. By that time, you should be hearing similar responses. If you\rquote re hearing conflicting respLVALonses, then conduct a few more reference interviews until a trend develops.\par Here is a form you might use:\par \pard\qj\tx2148\par \pard\nowidctlpar\fi204\li266\qj\tx204 Reference for: (name of candidate) -\par \pard\qj\tx1904\par \pard\nowidctlpar\fi204\li266\qj\tx204 By: (name of reference)\par \pard\qj\tx1904\par \pard\nowidctlpar\fi204\li266\qj\tx204 Date:\par \pard\qj\tx1904\par \pard\nowidctlpar\fi204\li266\qj\tx204 How long have you known the applicant? In what situations?\par \pard\qj\tx1904\par \pard\nowidctlpar\fi204\li266\qj\tx204 What are this person\rquote s strengths?\par \pard\qj\tx1904\par \pard\nowidctlpar\fi204\li266\qj\tx204 What are some ways you\rquote d like to see this person grow or develop?\par \pard\qj\tx1904\par \pard\nowidctlpar\fi204\li266\qj\tx204 Have you observed this person in a frustrating situation? What happened?\par \pard\qj\tx1904\par \pard\nowidctlpar\fi204\li266\qj\tx204 What is this person looking for in life right now?\par \pard\qj\tx1904\par \pard\nowidctlpar\fi204\li266\qj\tx204 What would I not know about this person merely from reading a r\'e9sum\'e9 or meeting this person one time?\par \pard\qj\tx1904\par \pard\nowidctlpar\fi204\li266\qj\tx204 What have I not given you a chance to say that you want to say?\par \pard\qj\tx1904\par \pard\nowidctlpar\fi204\li266\qj\tx204 Who else would give me insight into this person?\par \pard\nowidctlpar\fi204\qj\par \pard\nowidctlpar\fi249\qj Once, after filling the pulpit for a church that was hunting for a senior pastor, I received a hand\-written letter from the chairman of the pulpit com\-mittee. I believe that he was asking me to consider becoming a candidate, but I\rquote m not sure; he was a doctor and the note wasn\rquote t legible.\par \pard\nowidctlpar\fi-198\li198\qj\tx198\b\i 6.\tab The impetuous date\par \pard\nowidctlpar\qj\b0\i0 Showing up early for a date communicates over-ea\-gerness and lack of consideration. It is even more unthinkable to arrive impromptu and uninvited. YeLVALt three churches began the candidating process with me by having committees show up on my doorstep unannounced.\par \pard\nowidctlpar\fi249\qj\tx204 One church sent their pulpit committee for a surprise Sunday morning visit before mentioning their interest in me. That Sunday my predecessor was preaching. I didn\rquote t know the committee mem\-bers had been there until their second visit, when I again wasn\rquote t preaching.\par It puzzles me that some pulpit committees lead with their chins, but it does cause me to be dis\-gustingly friendly to visitors.\par \pard\nowidctlpar\fi-198\li198\qj\tx198 7.\tab\b\i The inquisition date\par \pard\nowidctlpar\qj\b0\i0 I can usually tell the scars of a church by the ques\-tions they ask. Certain doctrines are explored in depth, while foundational truths are left un\-touched. I\rquote ve been asked, \ldblquote With which of Calvin\rquote s five points do you agree?\rdblquote which makes me won\-der how many bloody battles they\rquote ve had and over which point. I\rquote ve heard the sloppily worded, \ldblquote What is your view of women in your ministry?\rdblquote and the painfully slanted, \ldblquote Will your wife work outside the home, or will she be involved in the ministry?\rdblquote\par \pard\nowidctlpar\fi-198\qj\tx198 On one occasion; I was asked to answer in writ\-ing, \ldblquote Would you ever let your children play in the office while you are working?\rdblquote There was no good way to answer that question. I had never thought of inviting my children over to play while I was try\-ing to work, yet I couldn\rquote t say I never would.\par However perturbed I become with search com\-mittees, I continue to offer myself for victimiza\-tion. Just last month a church called to ask for a classic blind date. I volunteered to meet the com\-mittee at the airport\emdash and right away they let \i me \i0 pay for parking.\par \pard\nowidctlpar\fi204\qj\tx204\par \pard\nowidctlpar\qj\b DETERMINING A PASTOR\rquote S SALARY\par \pard\nowidctlpar\fi243\qLVALj\tx243\b0\i by Norman Adamson, associate superintendent of the Evangelical Free Church Central District, Boone, Iowa\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\i0 There are three basic methods for establishing a pay package for a pastor that is proportionate to that of his or her peers. The question is, Which set of peers\emdash in the community, in the ministry? I advise churches to look at three ways of determining compensation for a pastor:\par \pard\qj\tx204\par \pard\nowidctlpar\tx504\b 1. Equate a pastor\rquote s salary with that of a teacher.\par \pard\nowidctlpar\qj\tx204\b0 In many ways, a\b \b0 pastor\rquote s role compares to that of a\b \b0 teacher in duties, continuing education, and place in the community. The salary package, therefore, should be similar to what a local teacher with com\-parable education and experience would be paid.\par \pard\nowidctlpar\fi-198\qj\tx198 In addition, because a teacher\rquote s health insur\-ance, Social Security, and (often) pension contri\-bution are included, these should also be a part of a pastor\rquote s salary. Since teachers with master\rquote s de\-grees and tenure are often paid significantly more than those without, this method often prompts churches to recognize the commitment in time and money that a seminary graduate has made to enter the ministry. It also rewards pastors with experience.\par \pard\qj\tx226\par \pard\nowidctlpar\tx504\b 2. Average the salaries of leaders on the board.\par \pard\nowidctlpar\qj\tx204\b0 Most churches believe that their pastor is \i at least \i0 as valuable as other leaders in the church. There\-fore, a survey of the lay leaders\rquote incomes, includ\-ing Social Security and benefits, is an equitable way to determine what a pastor\rquote s peers within the church are making.\par \pard\nowidctlpar\fi204\qj\tx204\par \pard\nowidctlpar\qj\tx204 Incidentally, because many church boards in\-clude a community\rquote s esteemed members, such as doctors, professors, and businessmen, I\rquote ve LVALseen a sly smile slip across the face of a board member at this suggestion. Suddenly, the stingy CEO recants his frugal limitations on the pastor\rquote s salary rather than expose his own considerable income.\par \pard\qj\tx300\par \pard\nowidctlpar\fi-198\li180\qj\tx198\b 3.\tab Survey the salaries of other Protes\-tant pastors in your area.\par \pard\nowidctlpar\qj\b0 This enables a church to factor in the cost of living in their area rather than depending on denomina\-tional averages that may be inflated by salaries in a major city or deflated by those in rural areas. Again, it is important to consider the entire pay\-ment package, including insurance, housing, and reimbursed expenses.\par \pard\qj\tx204\par \pard\nowidctlpar\fi243\qj\tx243\b Remember Benefits\par \pard\nowidctlpar\qj\b0 As you near the final stages of salary setting for the pastor, push the package to the top limit. Then, just as beads of sweat form on the treasurer\rquote s brow, back down 3 or 4 percent and turn that money into perks to be distributed to the pastor throughout the year.\par \pard\nowidctlpar\qj\tx204 Why? A pastor and his or her family face pres\-sures and expectations peculiar to the ministry. Churches should creatively structure a pastor\rquote s pay to ease the stress, setting aside funds for thoughtful gestures that let a pastor know he is valued. Here are some suggestions:\par \pard\qj\tx300\par \pard\nowidctlpar\fi204\li153\qj\tx204 Give the pastor\rquote s family two weekends away, with a check to cover expenses.\par Offer a substantial update of computer and software.\par Give bonus checks on June 1 and December 1 to cover summer vacation and Christmas expenses.\par Allow the pastor to save the bonus option for three years and then receive a month long sab\-batical and the accrued bonus money.\par Offer to pay for a week long retreat at a center for pastoral restoration.\par \pard\nowidctlpar\fi204\qj\tx204\par \pard\nowidctlpar\tx2607\b SETTING PASTORAL SALARIES\par \pard\nowidctlpar\fi2LVAL26\li221\sl-226\slmult0\qj\tx204\tx447\b0\f3\fs16\par \pard\nowidctlpar\qj\tx204\f0\fs28 Resources that can help churches determine a fair salary for pastors include the following:\par \pard\tx2709\par \pard\nowidctlpar\qj\tx204\tab\i The 2006 Compensation Handbook for Church Staff by \i0 James F. Cobble Jr. and Richard Hammar, from \i Church \i0 Law & \i Tax Report \i0 (updated annually)\par \pard\tx2817\par \pard\nowidctlpar\qj\tx204\tx2817\i Zondervan 2006 Minister\rquote s Tax and Financial Guide \i0 by Dan Busby (updated annually)\par \pard\tx2817\par \pard\nowidctlpar\fi221\qj\tx221\i How to Set Clergy Compensation \i0 by Steve Clifford. Call 1-800-456-1803, or online at \f1\fs24{\field{\*\fldinst{HYPERLINK "http://www.sharetheharvest.com" }}{\fldrslt{\cf1\ul www.sharetheharvest.com}}}\cf0\ulnone\f0\fs28 . Offers. htm.\par \pard\tx2834\par \pard\nowidctlpar\fi221\qj\tx221 What to Pay the Pastor,\rdblquote \i Your Church \i0 magazine, May\emdash June 2000\par \pard\tx2834\par \pard\nowidctlpar\fi221\qj\tx221 ChurchStaffing.com, a salary comparison database\par \pard\tx2834\par \pard\nowidctlpar\fi221\qj\tx221 Research on pastors\rquote salaries from Hartford Institute for Religion Research is available at \f1\fs24{\field{\*\fldinst{HYPERLINK "http://www.hirr.hartsem.edu" }}{\fldrslt{\cf1\ul www.hirr.hartsem.edu}}}\cf0\ulnone\f0\fs28 .\par \pard\par \par \par \cf2\f4\fs29\par } LVALu^5{\rtf1\ansi\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\froman\fprq2\fcharset0 Times New Roman;}{\f2\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\lang1033\f0\fs28 CL 067-086\par CHAPTER 5\par STAFFING\par \par IN THIS CHAPTER:\par \pard\fi-360\li360 IS YOUR CHURCH A GREAT PLACE TO WORK? 067\par HOW TO FIND STAFF VIA THE INTERNET 069\par WEB SITES FOR FINDING CHURCH STAFF 070\par CONDUCTING INTERVIEWS 071\par INTERVIEW QUESTIONS 072\par HOW TO CHECK REFERENCES 073\par HELPS FOR HIRING PEOPLE 074\par HIRING OLDER WORKERS 074\par PREPARING JOB DESCRIPTIONS 075\par MORE ABOUT JOB DESCRIPTIONS 078\par HOW TO LEAD AN EFFECTIVE STAFF MEETING 078\par HOW TO PULL TOGETHER AS A STAFF 079\par KEEPING A GREAT STAFF 080\par THE LEGALITIES OF HIRING AND FIRING 080\par HOW TO DEAL WITH A STAFFER WHO ISN\rquote T MEASURING UP? 081\par CONFLICT IN THE WORKPLACE 082\par FIRING WITHOUT GETTING SUED 083\par HOW TO BUILD STAFF LOYALTY 084\par REBUILDING A DEMORALIZED TEAM 085\par HOW TO BE A PASTOR AND BOSS 086\par \par \pard\nowidctlpar\tx204\b IS YOUR CHURCH A GREAT PLACE TO WORK\par \b0\i by John R. Throop, founder of the Summit Group\i0\par \pard\tx204\par \pard\nowidctlpar\fi-192\li192\tx192\b\i Scene 1: \b0\i0 A Christian school is in crisis. At the end of the school year, three of six teachers secretary quit. The resignations are submitted together, but the headmaster, also the governing church\rquote s associate pastor is upset. One of the teachers has written. \ldblquote I love the students, but I just can\rquote t work under these conditions anymore.\rdblquote\par \b\i Scene 2: \b0\i0 First Church\rquote s thirty-five full-time and part-time employees are excited to learn that the new position of business administrator is being filled from within their ranks. The opening attracted ten candidates in a tight employment market, partly because the employees told their friends, \ldblLVALquote First Church is a great place to work!\rdblquote\par \pard\nowidctlpar\li169\tx192\par \pard\nowidctlpar Why does one place attract employees and another turn them off? The reason has much to do with church\rquote s vision and practice of being an employer. As John Pearson, chief executive officer of the Christian Management Association, says, \ldblquote The corporate hat of a church must be worn along the community hat and the cause hat.\rdblquote\par \pard\nowidctlpar\fi221\tx8282 Like their secular counterparts, church employers can motivate employees to excel, or they can create conditions that contribute to poor morale, causing performance to plummet.\par \par \pard\nowidctlpar\li169\tx192 Garnette Black, vice president for Administra\-tion at the Anaheim, California\emdash based Evangeli\-cal Christian Credit Union, strongly believes that churches and other religious organizations often do employees a disservice because of poor skills in employee recruitment, selection, development, and evaluation. \ldblquote Christian organizations suffer from misplaced grace,\rdblquote Black says. \ldblquote They don\rquote t develop the employees they have, and they keep incompetent employees beyond the point where they should have taken action.\rdblquote\par \pard\qj\tx221\par \pard\nowidctlpar\qj\tx204\b Measurement Tools\par \b0 How can a\b \b0 church know if it is a\b \b0 good employer? Part of the answer lies in how employees are re\-cruited and evaluated. Another part lies in how personnel policies and organizational goals are communicated to employees.\par \pard\qj\tx204\par \pard\nowidctlpar\fi-221\li221\qj\tx221\b\i 1.\tab Recruitment. \b0\i0 Churches and religious organiza\-tions often distinguish between employees and volunteers. They promote from within by giving key employees paid jobs rather than conducting an open search for the right person. Yet sound and careful recruitment is critical for a vital min\-istry, which means testing applicants in addition to doing background cLVALhecks and contacting references. Black says churches and religious organizations rarely do that.\par \pard\nowidctlpar\fi243\li221\qj\tx221\tx464 Evangelical Christian Credit Union uses two tools to determine whether a candidate will be a good fit. The DiSC Profile ({\field{\*\fldinst{HYPERLINK "www.discprofile"}}{\fldrslt{\ul\cf1 www.discprofile}}}\f0\fs28 . corn) helps to identify an individual\rquote s working style. The test deals with four primary person\-ality types and matches the characteristics of each to a job description. Then it looks at how a candidate meshes with that profile.\par A second tool from Inscape Publishing ({\field{\*\fldinst{HYPERLINK "www.internalchange.com"}}{\fldrslt{\ul\cf1 www.internalchange.com}}}\f0\fs28 ) is an interactive computer program called Personal Profile Sys\-tem for Windows. The program produces two to three pages of narrative based on a candidate\rquote s answers, which then serves as the basis for fur\-ther discussion.\par Another tool is the 16PF, available from the Institute for Personality and Ability Testing\par \pard\nowidctlpar\li221\qj\tx221 ({\field{\*\fldinst{HYPERLINK "www.ipat.com"}}{\fldrslt{\ul\cf1 www.ipat.com}}}\f0\fs28 ). It is a more sophisticated and costly instrument but is highly effective because it measures sixteen facets of personality.\par \pard\nowidctlpar\fi243\li221\qj\tx221\tx464 After using the evaluation tools, Black con\-sults with a psychologist about the results. \ldblquote By the end of the process, we come away feeling that we know who this person is, how the per\-son is best managed, and possible areas of con\-cern,\rdblquote she says.\par \pard\nowidctlpar\fi-221\li221\qj\tx221\i 2.\tab\b Job \b0 descriptions. \i0 Well-written job descriptions in\-fluence employee performance and satisfaction because they help communicate exactly what\rquote s expected. Veteran management authority Pe\-ter Drucker observes that all organizations have paid and unpaid staff who deserve to be respected and developed with care. VoluLVALnteers and paid staff members will be more satisfied in their work if they know what is expected of them. They all want to know when they\rquote re doing a good job and when they\rquote re falling short.\par \b\i 3.\tab Volunteer handbook. \b0\i0 St. Michael and All Angels Episcopal Church, a four-thousand-member congregation in Dallas, Texas, has developed a 112-page booklet that itemizes every volunteer ministry opportunity in the church, from ac\-counting to youth work. Each position includes a job description, skills needed to do the job, training opportunities, time commitment, and benefits of the work.\par \pard\nowidctlpar\fi243\li221\qj\tx221\tx464 The booklet helps volunteers know what\rquote s expected of them and how they fit into the larger organization. It also gives paid employees good ideas on how to train and work with volun\-teers. Smaller churches will also benefit from a thoughtfully prepared volunteer handbook.\par \pard\nowidctlpar\fi-221\li221\qj\tx221 4.\tab\b\i Personnel policies. \b0\i0 Equitable personnel policies are crucial for employees. Even the smallest church with paid staff needs written policies for issues such as sick days, vacation time, lines of authority, and performance reviews. Obviously, the manual needs to reflect the church\rquote s polity and practice, but you can also order template models for personnel manuals from Aiston\-Kline ({\field{\*\fldinst{HYPERLINK "www.alstonkline.com"}}{\fldrslt{\ul\cf1 www.alstonkline.com}}}\f0\fs28 ).\par \pard\nowidctlpar\fi243\li221\qj\tx221\tx464 Personnel policies must be flexible enough to adapt to special situations. For example, the music director of one church had so many responsibilities that he couldn\rquote t use all his vaca\-tion time. He asked the pastor what to do. The pastor brought the matter to the executive committee of the church board and got a mix of opin\-ions. Some people suggested that the director carry his vacation time over into the new year. Others said the director should either use or lose tLVALhe time. The board then hastily passed a use-or-lose policy. The music director felt more frustrated than ever because his needs had not been addressed. His morale\emdash and that of the choir\emdash plummeted.\par \pard\nowidctlpar\li198\tx204\i 5.\tab\b Performance goals. \b0\i0 An employee\rquote s performance should be measured against goals for the indi\-vidual as well as for the organization. Those should be part of a regular evaluation process through which employees receive clear and timely feedback. Compensation is linked to goals and performance, which make raises fairer and more objective.\par \pard\nowidctlpar\fi238\tx204 Dan Busby, author of the \i Zondervan Church and Nonprofit Organization Tax and Financial Guide \i0 (published annually), says that a focus on performance results in a stronger staff. \ldblquote These plans attract ministers dedicated to mission ob\-jectives\emdash those who believe in their ability to create value,\rdblquote Busby writes. \ldblquote In addition to plac\-ing a value on personal initiative, the church can measure how the senior pastor and other staff pastors perform on a team-initiative basis.\rdblquote\par \pard\nowidctlpar\fi-192\li476\tx192 6.\tab\b\i Team\b0 \b emphasis. \b0\i0 Great employers think \i team, \i0 they do not distinguish between ministry staff and support staff. All employees are en\-gaged in ministry and add quality and strength to\f1\fs24 \f0\fs28 the church. Good employers either share perks\emdash such as reserved parking spaces, entertainment allowances, and extra days off\emdash with all employees, or they get rid of the perks.\par \pard\nowidctlpar\li765\tx476\tx8061 Team members are paid differently, of course, on job responsibilities, experience, and education, but each person has a share in the :k and supports the others (1 Corinthians 12:1-27).\par \pard\nowidctlpar\li442\qj\tx442\b\i Correction and termination. \b0\i0 A good employer knows how to terminate employees fairly and well. That\rquote s a tall order. As JohnLVAL Pearson of CMA says, \lquote The world is still looking for great Christian employers who have figured out how to help people through these transitions.\rdblquote One part of the solution is to talk about problems before they result in termination, Pearson says. An employer should initiate such talks and ask an employee for suggestions about correction.\par \pard\nowidctlpar Garnette Black says that church employers do better when they are tough but fair. \ldblquote There should be no surprises, ever,\rdblquote she says. \ldblquote What that means is that you\rquote re coaching and coun\-seling and mentoring employees regularly, and you tell them when and how they\rquote re not measur\-ing up.\rdblquote\par \pard\qj\tx238\tx476\par \pard\nowidctlpar\qj\tx204\b A Great Place to Work\par \b0 In the future, churches will need to become more skilled at motivating and developing employees, just like every other employer. First, however, they should develop a flexible policy and clear, inspiring goals that arise from a compelling vi\-sion. According to Black, they must also develop right relationships with employees. \ldblquote That involves inspiration, affirmation, restoration, forgiveness, and confrontation,\rdblquote she says.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\b HOW TO FIND STAFF VIA THE INTERNET\par \b0\i by Karen Moderow, a freelance writer and speaker in Georgia\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\i0 The resignation of our part-time music director jarred us into reality. \ldblquote We need a full-time wor\-ship person,\rdblquote our pastor said. \ldblquote Where do we start looking?\rdblquote\par \pard\nowidctlpar\fi198\li169\tx192 Our human-resources committee identified two challenges: how to find compatible candidates and how to advertise where candidates would be likely to look.\par Every church has unique needs. Our church, for example, follows the liturgical calendar and values elements of traditional worship, yet our\par \pard\nowidctlpar\li169\txLVAL192 services are also informal, contemporary, and even charismatic at times. Like many churches, our blend can\rquote t be easily categorized.\par \pard\nowidctlpar\qj\tx204 The first challenge was finding people who would be attracted to our unique blend of styles. The second challenge was deciding how to adver\-tise. \ldblquote What about the Internet?\rdblquote asked Barbara, a member of our committee who had online market\-ing experience. \ldblquote It should be more cost-efficient and give us broader exposure than traditional media.\rdblquote\par The suggestion appealed to us, so we made fol\-low-up assignments: I would contact some large churches in the area for recommendations; our pastor would contact our denomination\rquote s head\-quarters; we would ask the congregation to spread the news of our search; and Barbara would check out the Internet.\par Every other assignment brought only marginal results, but Barbara found exactly what we had prayed for\emdash a resource that would help us find some\-one with the eclectic qualifications we needed.\par \pard\qj\tx215\par \pard\nowidctlpar\qj\tx204\b Launching the Search\par \pard\nowidctlpar\fi198\li169\tx192\b0 We explored Web sites that posted r\'e9sum\'e9s, but the number of r\'e9sum\'e9s was overwhelming. The best strategy, we decided, was to design and post our own ad. The actual steps of submitting a job posting are simple; the real work is in defining the position and articulating the church\rquote s job expectations.\par \pard\qj\tx204\par \pard\nowidctlpar\fi-221\li215\qj\tx221\b\i 1.\tab Define the position. \b0\i0 Our pastor suggested look\-ing for more than a minister of music. \ldblquote Besides our adult choir and worship team, we have peo\-ple gifted in drama, kids who love to sing and dance, and teenagers begging to be involved in worship,\rdblquote he said. \ldblquote I\rquote d like to see us get some\-one who has a background in more than just music.\rdblquote\par \pard\nowidctlpar\fi232\li221\qj\tx215\tx464 What we LVALneeded, we concluded, was an orga\-nizer that not only had a music background, but drama and dance experience as well. We were surprised at how the job description suddenly shifted. The original title, Minister of Music, no longer fit. We changed it to Minister of Worship and the Arts\emdash an important move that clarified the scope of the job for ourselves and for poten\-tial candidates.\par \pard\nowidctlpar\fi-221\li215\qj\tx221\i 2.\tab\b Design the ad. \b0\i0 From reading other ads on the Internet, I learned that an ad conveys a tone or attitude that is just as revealing as its given facts. Some ads sound sophisticated, some cold, some hokey. To write our ad, I began with a synopsis of the job description and then chose words and a style that would express the warmth, excitement, and potential of our small congregation.\par \pard\nowidctlpar\fi221\li209\b\i 3.\tab Open a mailbox. \b0\i0 To protect the confidentiality of applicants, we established an e-mail address just for incoming r\'e9sum\'e9s. Most major servers offer up to four e-mail addresses on an account with no additional charge. We made sure that our mailbox was up and running before adver\-tising it, in case we ran into a glitch.\par \pard\nowidctlpar\li221\qj\tx442 4.\tab\b\i Post the ad on Web sites. \b0\i0 After deciding that we would post our ad for four weeks on three sites, we logged on to the sites, chose the \ldblquote add a job posting\rdblquote option, completed the form on the screen, and used the church credit card for payment. To avoid burdening our administra\-tive staff, we did not include the church phone number in the ad.\par \pard\nowidctlpar\fi243\li243\qj\tx464 Within a week, the r\'e9sum\'e9s began to flow in. Our ad for a Minister of Worship and the Arts drew more than thirty applicants from all over the world. After a month, the committee began conducting interviews with the top candidates.\par The number and quality of r\'e9sum\'e9s we received from our Internet posting helped us refine our qualificationLVALs so that we were ready when the right person came along. Since then, we have used the Internet several times to ad\-vertise for other staff positions and have been pleased with the results.\par \par \pard\nowidctlpar\li2092\tx221\b WEB SITES FOR FINDING CHURCH STAFF\par \pard\nowidctlpar\li244\tx243\b0{\field{\*\fldinst{HYPERLINK "www.churchstaffing.com"}}{\fldrslt{\ul\cf1 www.churchstaffing.com}}}\f0\fs28 . Churches click the Add a Job Opening\rdblquote button to post an opening. Pricing is based on the size of your church and the number of months of featured advertising you want.\par \pard\nowidctlpar\tx243 Candidates open the Search Job Openings\rdblquote database, enter their criteria (such as position, denomination,\par location, and compensation), and the database lists the matches. This site also has a compensation database\emdash a helpful feature in evaluating the appropriateness of a church\rquote s salary and benefits package.\par \pard\tx243\par \pard\nowidctlpar\li244\tx243{\field{\*\fldinst{HYPERLINK "www.christianclassifieds.net/jobopenings"}}{\fldrslt{\ul\cf1 www.christianclassifieds.net/jobopenings}}}\f0\fs28 . This site is part of Crosswalk.com. It offers positions and r\'e9sum\'e9 listings.\par \pard\tx243\par \pard\nowidctlpar\li244\tx243{\field{\*\fldinst{HYPERLINK "www.ministrylist.com"}}{\fldrslt{\ul\cf1 www.ministrylist.com}}}\f0\fs28 . Offers staff listings and r\'e9sum\'e9 listings as well as information on interviewing and building a r\'e9sum\'e9.\par \pard\tx243\par \pard\nowidctlpar\li244\tx243{\field{\*\fldinst{HYPERLINK "www.ministrysearch.com"}}{\fldrslt{\ul\cf1 www.ministrysearch.com}}}\f0\fs28 . Offers categorized staff listings and r\'e9sum\'e9 listings and e-mail notification of new list\-ings. Search by key words.\par \pard\tx243\par \pard\nowidctlpar\li244\tx243{\field{\*\fldinst{HYPERLINK "www.christianet.com"}}{\fldrslt{\ul\cf1 www.christianet.com}}}\f0\fs28 . Select the \ldblquote Christian Jobs\rdblquote button on this site for six hundred posLVALtings organized by position, most no more than forty-five days old. A free service.\par \pard\tx243\par \pard\nowidctlpar\li244\tx243{\field{\*\fldinst{HYPERLINK "www.willowcreek.com"}}{\fldrslt{\ul\cf1 www.willowcreek.com}}}\f0\fs28 . Operated by the Willow Creek Association, The Exchange\rdblquote is open to any individual, church, or organization that has a historic, orthodox understanding of biblical Christianity. This is one of the most frequently visited WillowNet sites. Minimal cost.\par \pard\nowidctlpar\fi243\li243\qj\tx464\par \pard\qj\tx243\tx419\par \pard\nowidctlpar\qj\tx204\tx238\tx476\b CONDUCTING INTERVIEWS\par by\b0 Steve Marr, owner of Business Proverbs, a man\-agement consulting firm for Christian businesses, based in Tucson, Arizona\b\par \pard\qj\tx204\b0\i\par \pard\nowidctlpar\li169\tx192\i0 Do church members get first priority when there is a staff opening, or should you look for someone outside the church? That depends.\par \pard\nowidctlpar\fi243\qj\tx204 Hiring a member of your congregation can al\-leviate problems in the hiring process, especially if you already know the person and have insight into his or her gifts, demeanor, spiritual maturity, and ability to maintain confidences. On the other hand, if you hire someone for the wrong reasons and it later becomes apparent that he or she has in\-sufficient job skills, the entire congregation could become embroiled in the situation.\par For example, a pastor in the upper Midwest hired a church member to work in the office. The woman struggled with the computer and was overwhelmed by the work flow. She was often late, and when she missed work she expected to be excused because she had problems at home.\par When the pastor confronted the woman about her performance, she complained to others in the church that she was being treated unfairly. When she was fired, she caused a major stir. The pas\-tor felt constrained by propriety from sharing his perspective on the situation.\par This turmoil might have been avoided LVALif, dur\-ing the interview process, the pastor had clearly established his expectations for the position.\par \pard\qj\tx243\par \pard\nowidctlpar\qj\tx204\b A Well-Defined Hiring Process\par \pard\nowidctlpar\li169\tx192\b0 Whether you hire from inside or outside the church, you should establish an orderly hiring process. Here are some helpful tips:\par \pard\qj\tx204\par \pard\nowidctlpar\li215\qj\tx215\b\i 1.\tab Star\b0 t \b with a clear\b0 \b job description.\b0 \i0\ldblquote The key is to hire only members who are well qualified,\rdblquote says Rex Frieze of Frieze Church Consulting in Or\-lando, Florida. \ldblquote To do this, you must have written job descriptions and clear expectations. I have seen many churches end up in a mess when members are hired. They are nice people, but if they\rquote re not qualified, they just can\rquote t do the job.\rdblquote\par \pard\nowidctlpar\fi243\li243\qj\tx464 Sadly, most churches either have vague job descriptions or none at all. To avoid problems and pitfalls, write a complete description of the duties, responsibilities, and expectations for each position. Review the office work flow for a month, making notes as you go. Write a first draft of job descriptions, and discuss each one with other staff members, church board mem\-bers, and members of the congregation whose management experience might be helpful. Make necessary alterations.\par \pard\nowidctlpar\li215\qj\tx204\b\i 2.\tab Tap the entire market. \b0\i0 Hiring only church mem\-bers may leave you with little room to maneu\-ver if no church member fits the needs of the position, so advertise the opening inside and outside the church, and consider all interested applicants.\par \pard\nowidctlpar\fi233\li226\qj\tx204 When you advertise, make it clear that the position is open to all qualified applicants. Some members might believe that they should be the only ones considered, so nip that conflict in the bud by clearly announcing your intentions up front. Nobody likes surprises. Pastor Bill LVALWormsley, who retired after serving twenty-five years at Christ Community Church in Tuc\-son, Arizona, says, \ldblquote When openings occurred, we made it clear that we would be advertising outside the church. At times, we mounted a na\-tional search. If we then chose to hire a member of the congregation, we knew he or she was the best qualified.\rdblquote\par In addition, Christ Community would not hire a member who could not be fired, if neces\-sary. \ldblquote The elder board would always ask me, \lquote If it doesn\rquote t work out, can we fire this person?\rdblquote Wormsley says. \ldblquote If the person was too en\-trenched, we wouldn\rquote t hire him. The advantage of hiring members is that they already know the doctrine, mission, and vision of the church, but you need to be careful not to reduce your stan\-dards in order to hire a church member.\rdblquote\par \pard\nowidctlpar\li215\qj\tx204\b\i 3.\tab Be organized, professional, and honest. \b0\i0 A well-written job description clearly lists the required skills and aptitudes. Be realistic in considering the salary, hours, and other demands; estab\-lish a standard of qualifications in advance, and stick with it. No matter how rushed you feel to fill the position, do not hire someone who fails to meet your minimum requirements.\par \pard\nowidctlpar\fi233\li226\qj\tx204 When interviewing, be honest and forthright with each candidate. Don\rquote t string anyone along. It\rquote s better to tell someone where his or her qual\-ifications fall short than to raise expectations\emdash even by silence\emdash only to douse them later. If you know right away that someone doesn\rquote t fit, be considerate enough to say so.\par Explain the job requirements and any ad\-ditional strengths you prefer. Ask questions about the candidate\rquote s experience and skills in each key area of responsibility, and discuss any areas where he or she falls short. Be careful not to make any commitments at this point.\par At the end of the interview, offer the caLVALndi\-date the opportunity to contribute additional information. This will eliminate the possibility that applicants will leave the interview feeling that they didn\rquote t have a chance to fully express themselves. Thank candidates for showing in\-terest in the job, and tell them that you will let them know about your decision. Keep that com\-mitment with every applicant, especially those you choose not to hire.\par \pard\nowidctlpar\li215\qj\tx204 4.\tab\b\i Add another step for church applicants. \b0\i0 Before you hire a member of your congregation, con\-sider these keys to a wise and fair decision:\par \pard\tx204\par \pard\nowidctlpar\li306\qj\tx204 Don\rquote t allow personal feelings to influ\-ence your decision. Follow the objective standards developed earlier in the hiring process. Dr. James Dobson warns that our feelings will fool us every time\emdash and he\rquote s right.\par Don\rquote t allow the opinions of other members to dictate your choice. Your responsibility is to lead, not to make everyone agree with you. Make your decision based on the applicant\rquote s qualifications rather than the person\rquote s need. If you don\rquote t do that, you could block God\rquote s plan for meeting that person\rquote s financial need. Decide whether the person is capable of handling confidential information and can withstand the pressure of staff responsibili\-ties. Some church members are unable to separate issues and maintain discretion.\par \pard\tx306\par \pard\nowidctlpar\fi-221\li515\qj\tx221\b INTER VIEW QUESTIONS\par \pard\nowidctlpar\fi243\li306\qj\tx464\b0 When interviewing prospective team members, I ask a lot of questions and do a lot of listening. Of course, I must be candid and forthcoming\par about my philosophy, but I need to discover what the candidate really thinks. If I am forceful about what I believe and how I think things should be done, the candidate may readily agree out of courtesy. To find out about a person\rquote s passions and values, I ask the following questiLVALons:\par \pard\qj\tx306\par \pard\nowidctlpar\qj\tx221\tx306 1.\tab What are the most important things you have done in ministry?\par \pard\qj\tx306\tx510\par \pard\nowidctlpar\qj\tx221\tx306\i 2.\tab\i0 Which programs or areas of ministry are non-negotiable to you?\par \pard\qj\tx306\tx510\par \pard\nowidctlpar\qj\tx221\tx306 3.\tab What irritates you the most at work?\par \pard\qj\tx306\tx510\par \pard\nowidctlpar\qj\tx221\tx306 4.\tab What were your three most important respon\-sibilities in your last position?\par \pard\qj\tx306\tx510\par \pard\nowidctlpar\qj\tx221\tx306 5.\tab In which areas do you think our church needs to improve?\par \pard\qj\tx306\tx510\par \pard\nowidctlpar\qj\tx221 6. What is your daily schedule?\par \pard\qj\tx510\par \pard\nowidctlpar\qj\tx221 7.\tab What action or attitude would be intolerable from another leader?\par \pard\nowidctlpar\tx243\tx2477\i\emdash Vernon Armitage\par \pard\tx306\i0\par \par \pard\nowidctlpar\qj\tx204\b HOW TO CHECK REFERENCES\par \pard\nowidctlpar\fi-221\li180\qj\tx221\b0\i by Steve Marr, owner of Business Proverbs, a management consulting firm for Christian businesses, based in Tucson, Arizona\par \pard\nowidctlpar\qj\tx204\i0 Reference checking takes time and energy, but it is worth the effort. References can provide insight into a candidate\rquote s character, attitudes, personal\-ity, and gifts\emdash those often intangible qualities that determine how well a person will fit a particular congregation. Bruce Dingman, president of an ex\-ecutive search agency, suggests that a thorough reference check will follow the 360-degree method:\par The hiring manager will talk to a candidate\rquote s supe\-riors, peers, and subordinates. \ldblquote That way, you get a complete perspective,\rdblquote he says.\par \pard\nowidctlpar\fi306\qj\tx204\tx306 To get the most out of the process, follow these guidelines:\par \pard\nowidctlpar\fi-221\li2092\qj\tx221\i\par \pard\nowidctlpar\fi-360\li360\qj\i0 1.\tab Check references after yLVALou have developed a se\-rious interest in a candidate but before an offer is extended, and certainly before an announce\-ment is made to the congregation.\par \pard\nowidctlpar 2.\tab Make a list of questions before you pick up the phone. Then ask those questions, allowing time for complete answers and asking for examples. Don\rquote t break an uncomfortable silence; wait for the reference to answer. You can put the other person at ease by saying, \ldblquote Take your time. I know you may need a minute to formulate an answer.\rdblquote Take good notes\emdash time has a way of rewriting our memories.\par \pard\nowidctlpar\tx204\tx243 3.\tab Ask follow-up questions to determine a candi\-date\rquote s professional growth in the current job. Ask about a time when the applicant made a mistake and what he or she learned from it. For example, if the candidate used poor judg\-ment when appointing lay ministry leaders, did he or she learn a lesson and do a better job the next time?\par 4.\tab Ask how the candidate deals with conflict. Does he go to the offender and positively resolve the situation, or does he allow situations to fester? Does she complain to others rather than speak directly to the offender?\par 5.\tab Ask how the candidate handles criticism from superiors, coworkers, and other church mem\-bers. Does the person view valid criticism as a learning opportunity, or is he or she defensive or prone to anger? When faced with unwar\-ranted criticism, does he or she remain com\-posed and keep a positive demeanor?\par 6.\tab Ask how the person follows through on as\-signments. Is he a self-starter, or does he re\-quire supervision and follow-up? Does she do what she says and meet deadlines? How does he or she respond to roadblocks and compli\-cations?\par 7.\tab Explore the applicant\rquote s greatest strengths and how they may best be used. Inquire about the person\rquote s weaknesses and how they affect job performance. Ask the reference whether any\-one has spoken to the candidate about areas oLVALf weakness. If so, how did he or she react? Everyone has strengths and weaknesses; your goal is to determine whether the applicant\rquote s strengths match your job requirements.\par \pard\nowidctlpar 8. If possible, identify a potential job-related problem or difficult situation and ask refer\-ences how they think the prospective employ\-ee would handle it.\par 9.\tab Ask why the candidate left a previous church position. Follow up with clarifying questions if the response is vague.\par 10.\tab Legally, you may inquire into any area that is work related and applies to the future job, but you should avoid questions that focus on irrelevant or personal details. For example, you may ask about a prospective church sec\-retary\rquote s past work attendance by asking, \ldblquote Has she taken more time off than is allowable un\-der your policy?\rdblquote Don\rquote t ask, \ldblquote Does she take time off to care for sick kids?\rdblquote Her children are not the issue, but it is important to know if the applicant has a history of taking excessive personal leave or sick days.\par 11.\tab Because of all the legal issues surrounding reference checking, you may want to ask the applicant to sign a liability release form for all references.\par \pard\qj\tx266\par \pard\nowidctlpar\qj\tx204\b HIRING OLDER WORKERS\par \pard\nowidctlpar\fi-221\li180\qj\tx204\b0\i by William L. Smith, chairman of the Department of Business Administration and Education, School of Business, Emporia State University, Emporia, Kansas\par \pard\qj\tx204\par \pard\nowidctlpar\qj\i0 Henry Wadsworth Longfellow was sixty-eight years old when he wrote, \ldblquote Age is opportunity no less than youth itself.\rdblquote That\rquote s wise advice for churches that are in the market for employees. Consider these benefits of hiring older workers:\par \pard\qj\tx204\par \pard\nowidctlpar\li266\tx192\b\i 1.\tab Experience. \b0\i0 Mature workers who are experi\-enced in dealing with people in different com\-munities can be excellent proLVALspects for church work. That\rquote s because the people many churches serve represent a wide spectrum of the total population.\par \i 2.\tab A \b strong work ethic. \b0\i0 Seniors who have a sense of purpose in their life show it in their work. You can\rquote t assume that all seniors have a strong work ethic, of course, but you can determine it from their manner and their answers to probing questions, as well as by talking to the people they list as references. Ask a senior applicant questions such as:\par \pard\nowidctlpar\qj\tx221\tx266\i\par \pard\nowidctlpar\li209\tx192\i0 Where did you work previously?\par How hard did you work at other jobs?\par What did you enjoy doing most?\par What tasks did you least like?\par \pard\qj\tx209\tx402\par \pard\nowidctlpar\li209\tx192 You will find that most people enjoy talking about what kind of work they did and what they accomplished. Listen carefully to what they say. Ask if this person would be a good match for your church staff.\par \pard\qj\tx209\tx402\par \pard\nowidctlpar\li181\qj\tx204\b\i 3.\tab A jump-start on training. \b0\i0 Older workers generally require less training than young ones, especially in non-computer-related fields. Their people skills are often strong, and they know their limitations and strengths. Mature workers may be excellent choices for church positions that require regular communication with parishioners.\par \pard\nowidctlpar\li209\qj\tx204 4.\tab\b\i Reasoned judgment. \b0\i0 Workers must often make important decisions on the job without consult\-ing others. That is best done by people with a proven track record of making decisions with the best interests of an organization and its peo\-ple in mind. Older people have made decisions at home, on the job, in church, and in private, as well as in public relationships. They have heard lots of stories and have dealt with many excuses. They know what goes on in people\rquote s lives behind their public personas.\par 5,\tab\b\i Good for the long haul. \b0\i0 Older workeLVALrs are less likely to look at a church position as a stopgap position on the way to a \ldblquote real\rdblquote job. They are much less likely than younger people to job-hop. Remember, too, that a person you think of as old may have many good work years left.\par \pard\nowidctlpar\li209\tx192 For example, the average person who is sixty-five today can expect to live until age eighty-one. Thus, someone who is forty-five to fifty-five could look forward to twenty or more years of work.\par I\rquote m living proof of that. I started a career as a college professor after returning to school to earn a doctoral degree at the University of Arizona when I was fifty. I expect to continue working until I\rquote m at least seventy.\par Older workers are often more concerned with doing a good job than getting an advancement or promotion. As one employer, Jerry Vaughan, says of seniors, \ldblquote They often have more people skills and patience, and they are not as apt to be climbing the corporate ladder.\rdblquote\par \pard\nowidctlpar\li209\qj\tx204\i 6.\tab\b Flexing\b0 \b with the flow. \b0\i0 Many organizations need people who will work evenings and weekends. Workers with young families don\rquote t care for such hours; they\rquote d rather spend time with their kids. Older workers may prefer working evenings or weekends, partly because they no longer have family obligations.\par \pard\nowidctlpar\li209\tx192 Churches would be wise to seriously con\-sider an older worker when looking for a new employee. You will likely find one who is eager to work, exhibits good judgment, and plans to serve you well for many years.\par \pard\qj\tx209\tx402\par \pard\nowidctlpar\fi243\qj\b PREPARING JOB DESCRIPTIONS\par \pard\nowidctlpar\qj\tx221\b0\i by Robert H. Welch, dean of the School of\par Educational Ministries and professor of Church\par Administration at Southwestern Baptist Theologi\-cal Seminary in Fort Worth, Texas\par \pard\qj\tx204\par \pard\nowidctlpar\tx243\i0 Too many churches have no real job LVALdescriptions for their workers. If yours is one of them, you and your board can change the situation, but you\rquote ll need to understand what a job description can and can\rquote t do.\par \pard\nowidctlpar\fi209\qj When a job description accurately defines a job, it achieves the following purposes:\par \pard\qj\tx209\par \pard\nowidctlpar\fi-221\li209\qj\tx209 It gives an overall concept of the tasks to be performed in each of the work areas.\par It shows how the job differs from other jobs in the church and how all jobs fit into the overall ministry organization of the church.\par It identifies the qualifications required to per\-form the tasks and duties of the position.\par It forms the basis for evaluating job performance. \par It provides a vehicle for analyzing workload and may justify expanding or compressing as\-signments.\par It provides a basis for developing a salary plan.\par \pard\nowidctlpar\qj\tx221\tx266\i\par \b\i0 HELPS FOR HIRING PEOPLE\b0\i\par \pard\nowidctlpar\tx221\tx266 2006 Compensation Handbook for Church \i0 Staff (updated annually). Compensation of senior pastors, church sec\-retaries, and other church staff, with breakdowns according to church size, budget, and geographical setting. Avail\-able from ChurchStaffing.com.\par \pard\tx266\par \pard\nowidctlpar\li210\tx209\i Pastoral Candidate Interview Booklet. \i0 Helps members of an interview team formulate questions to determine how compatible and qualified a candidate is for your church. Available from ChurchStaffing.com.\par \pard\tx209\par \pard\nowidctlpar\li210\tx209\i Application Booklet for Ministers. \i0 Provides key forms for a church to use in selecting and hiring a pastor. Includes application form, background-check form, and professional reference forms. Available from ChurchStaffing.com.\par \pard\tx209\par \pard\nowidctlpar\li210\tx209\i Church \i0 Staff \i Handbook \i0 by Harold Westing. Includes considerations regarding forming the staff as well as the selection, training, and functioningLVAL of staff members.\par \pard\tx209\par \pard\nowidctlpar\li210\tx209 The Omnia Group ({\field{\*\fldinst{HYPERLINK "www.omniagroup.com"}}{\fldrslt{\ul\cf1 www.omniagroup.com}}}\f0\fs28 ). Helps individuals identify careers that fit their personality; helps com\-panies select the right person to hire. The right fit improves the opportunity for peak performance and longer-term employment.\par \pard\qj\tx226\tx459\par \pard\nowidctlpar\li169\tx192\b Dangers of a Job Description\par \pard\nowidctlpar\qj\tx204\b0 A\b \b0 job description can be ineffective, and even harmful, if any of the following conditions apply:\par \pard\tx204\par \pard\nowidctlpar\li204\qj\tx204 It is outdated or inaccurately reflects the actual requirements of the position.\par It is ignored or inappropriately modified. It is so vague or poorly written that it defies consistent interpretation.\par It contains requirements that are legally inde\-fensible. Courts and employment regulatory agencies view documents such as job descrip\-tions and personnel policies as legal docu\-ments. In recent years, federal, state, and local personnel regulations have increasingly been applied to church situations. For example, it is okay if a church job description or personnel policy requires an employee to be a member of the church, but under the guidelines of the Americans with Disabilities Act, a church with a certain number of employees cannot exclude individuals who are physically challenged if they otherwise meet the criteria for the job. Clearly written, legally defensible job descrip\-tions prevent discrimination suits and many other problems.\par \pard\tx204\par \pard\nowidctlpar\li169\tx192\b Elements of \b0 a \b Job Description \b0 A job description gives a systematic, concise, and logical explanation of what is expected of an indi\-vidual who fills a certain position. Job descriptions should be created for professional ministry staff, support staff, and even unpaid, lay leadership. A job description should contain five elementLVALs:\par \pard\tx204\par \pard\nowidctlpar\fi-221\li204\qj\tx204\b\i 1.\tab\b0 A title. \i0 This is a brief description of the job. Senior Pastor, Secretary, Secretary to Senior Pastor, and Minister of Youth are some appropriate titles.\par \pard\nowidctlpar\fi243\qj\b\i 2.\tab A statement of principal function. \b0\i0 This is a con\-densed one- or two-sentence description of the basic elements of the job. For a church secre\-tary, this description might read, \ldblquote Acts as the church receptionist; prepares, mails, and files correspondence; publishes church-related ma\-terials; and maintains the church calendar.\rdblquote\par \pard\nowidctlpar\li204\qj\tx221\b\i 3.\tab A description of how the person fits\b0 \b into the or\-ganization. \b0\i0 This identifies the position in the church\rquote s organizational structure. It tells who supervises this position. For a church sec\-retary, this might read, \ldblquote Responsible to the church administrator for the operation of the church office.\rdblquote\par \pard\nowidctlpar\fi243\li204\qj\tx204\tx464\b\i 4.\tab A statement of qualifications for the position.\par \pard\nowidctlpar\li204\tx204\tx243\b0\i0 This section is one of the most important sec\-tions of a job description. The qualifications section establishes basic criteria, such as the following:\par \pard\qj\tx204\par \pard\nowidctlpar\li379\qj Education and/or experience level required\par Technical skills needed\par Physical attributes needed (such as the abil\-ity to liftx pounds)\par Personality traits expected\par Ecclesiastical requirements\par \pard\qj\tx379\par \pard\nowidctlpar\li204\tx204\tx243 This section provides agreed-upon criteria for the selection committee or contact person to use in screening and employing staff personnel. For the qualifications to be useful, they must be\par \pard\qj\tx204\par \pard\nowidctlpar\fi306\li379\qj\b\i Testable. \b0\i0 This may involve giving a potential receptionist or pastor a personality profile test. \par \b\i Reasonable. \b0LVAL\i0 The criteria for the position must be consistent with what is expected of other similar positions in the church. For example, don\rquote t require a youth pastor to be married if that isn\rquote t a requirement for other pastors in the church.\par \b\i Legally defensible. \b0\i0 Criteria for a position should not violate employment laws about the hiring of personnel. For example, you cannot specify that a minister to senior adults must be a man over fifty-five years old. Age and gender discrimination are ille\-gal (directly by law, depending on the size of the church, or indirectly, by tort precedent).\par \pard\nowidctlpar\li340\sl-243\slmult0\qj\f1\fs20 If the phrase \ldblquote other duties as assigned\rdblquote is used, state who will assign them.\par \pard\nowidctlpar\sl-243\slmult0\qj\par \pard\nowidctlpar\fi-204\li1780\qj\tx204\tx340\b\fs18 Using the Job Description\par \pard\nowidctlpar\li2092\sl-243\slmult0\qj\tx221\tx340\b0\fs20 Job descriptions should be reviewed annually by the employee and by the church administration\emdash perhaps the church business administrator, per\-sonnel committee, or other similar group. Any changes in job descriptions should be made mu\-tually by the employee and the administration. It is a good idea to make a notation with any changes, acknowledging that both parties have agreed to them. This will diminish the possibility of confu\-sion and disagreement.\par \pard\nowidctlpar\fi-204\li1780\qj\tx204\tx340 List standards of appropriate personal and professional behavior. A duty of a reception\-ist might be, \ldblquote Greets visitors in a cheerful and helpful manner.\rdblquote\b\fs18 Using the Job Description\par \pard\tx379\b0\f0\fs28\par \pard\nowidctlpar\fi-204\li204\qj\tx204 5.\tab\b\i A list of duties. \b0\i0 This is a detailed description of the specific activities the individual will do in carrying out the functions of the position. it expands the information given in the statement of principal function. When writing this section, remember thLVALe following guidelines:\par \pard\qj\tx204\par \pard\nowidctlpar\fi306 Write this section \i after \i0 you\rquote ve analyzed the position\rquote s requirements and responsibilities. \par Craft statements broad enough to be realisti\-cally applied but specific enough so there is no doubt about what is expected. \par Because this section forms the basis for job evaluation, describe the duties in such a manner that they can be measured. In a separate document, establish performance expectations for every duty assigned to the employee or staff member.\par List any persons (positions) the employee will supervise or lead.\par List standards of appropriate personal and professional behavior. A duty of a receptionist might be, \ldblquote Greets visitors in a cheerful and helpful manner.\rdblquote\par If the phrase \ldblquote other duties are assigned\rdblquote is used, state who will assign them.\par \par USING THE JOB DESCRIPTION\par Job descriptions should be reviewed annually by the employee and by the church administration\emdash perhaps the church business administrator, per\-sonnel committee, or other similar group. Any changes in job descriptions should be made mu\-tually by the employee and the administration. It is a good idea to make a notation with any changes, acknowledging that both parties have agreed to them. This will diminish the possibility of confu\-sion and disagreement.\par \pard\nowidctlpar\li215\tx204\par \pard\nowidctlpar\li173\tx192 Clearly written, up-to-date, and effective job descriptions tell an applicant that your church is organized and efficient. They provide confidence, stability, and accountability in employee actions and interactions. Finally, they facilitate positive staff relationships, making time spent on job de\-scriptions time well spent.\par \pard\sl-243\slmult0\qj\tx204\fs20\par \pard\nowidctlpar\li215\tx204\fs28\par \b\fs20 Committee \tab\tab\tab\tab\tab Job Description\par \trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 LVAL\trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4207\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8521\pard\intbl\nowidctlpar\tx204 Committee Name\cell Finance and Legal Committee\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4207\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8521\pard\intbl\nowidctlpar\tx204 Purpose:\cell To supervise and make recommendations to the church board concerning all financial and legal matters\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4207\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8521\pard\intbl\nowidctlpar\tx204 Responsible to:\cell Church board and congregation\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4207\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8521\pard\intbl\nowidctlpar\tx204 Tasks:\cell Supervise and direct the financial bookkeeping of the church\par \pard\intbl\nowidctlpar\li221\tx464 Prepare bimonthly financial statements\par \pard\intbl\nowidctlpar\qj\tx464 Prepare annual financial reports\par \pard\intbl\nowidctlpar\li221\qj\tx464 Provide annual review of church financiLVALal records (not complete audit)\par Prepare annual income estimates for budget\par Invest excess church operational income\par Encourage bequests and memorial gifts, and invest such gifts\par Participate in the formulation of the final church budget\par \pard\intbl\nowidctlpar\tx204 Handle all legal matters involving the church\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4207\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8521\pard\intbl\nowidctlpar\li754\qj\tx204 Resources:\par \pard\intbl\nowidctlpar\tx204\cell\pard\intbl\nowidctlpar\qj\tx464 Secretary, bookkeeper, pastor\par \pard\intbl\nowidctlpar\tx204\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4207\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8521\pard\intbl\nowidctlpar\tx204 Committee Members\cell Accountants (CPA or accounting background), lawyers\cell\row\pard\nowidctlpar\li215\tx204\par \trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4205\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8521\pard\intbl\nowidctlpar\tx204 INDIVIDUAL JOB DESCRIPTION\cell\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdLVALrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4205\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8521\pard\intbl\nowidctlpar\tx204 POSITION\cell Children\rquote s sharing-time leader\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4205\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8521\pard\intbl\nowidctlpar\tx204 RESPONSIBLE TO\cell Children\rquote s sharing-time coordinator\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4205\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8521\pard\intbl\nowidctlpar\tx204 DUTIES\cell\pard\intbl\nowidctlpar\fi-805\li1446\sl-192\slmult0\tx476\tx640\tx1445 Prepare lessons and direct\par activities each week Enlist helpers when needed\par \pard\intbl\nowidctlpar\fi-805\li1445\tx476\tx640\tx1445 Provide snacks (church reimburses cost)\par \pard\intbl\nowidctlpar\tx204\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4205\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8521\pard\intbl\nowidctlpar\tx204 SKILLS\cell\pard\intbl\nowidctlpar\fi-805\li1445\sl-192\slmult0\tx476\tx640\tx1445 Willingness to work with children\par Ability to lead a group of children\par \pard\intbl\nowidctlpar\fi-805\li1445\tx476\tx640\tx1445 Creativity`LVALp\par \pard\intbl\nowidctlpar\tx204\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4205\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8521\pard\intbl\nowidctlpar\tx204 TIME REQUIRED\cell\pard\intbl\nowidctlpar\fi-1445\li1446\tx476\tx640\tx1445 11:15\emdash 12:15 each Sunday for 2\emdash 6 Sundays per quarter, plus preparation time\par \pard\intbl\nowidctlpar\tx204\cell\row\trowd\trgaph108\trleft-108\trbrdrl\brdrs\brdrw10 \trbrdrt\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trpaddl108\trpaddr108\trpaddfl3\trpaddfr3 \clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx4205\clbrdrl\brdrw10\brdrs\clbrdrt\brdrw10\brdrs\clbrdrr\brdrw10\brdrs\clbrdrb\brdrw10\brdrs \cellx8521\pard\intbl\nowidctlpar\tx204 TRAINING\cell\pard\intbl\nowidctlpar\fi-969\li1445\sl-192\slmult0\tx476\tx640\tx1445 Sharing-time coordinator; \par Christian education staff liaison; local and regional workshops when available\par \pard\intbl\nowidctlpar\tx204\cell\row\pard\sl-243\slmult0\qj\tx204\b0\par \par \par \pard\cf2\f2\fs29\par } LVALu^5{\rtf1\ansi\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\nowidctlpar\qj\tx204\lang1033\b\f0\fs28 HOW TO LEAD AN EFFECTIVE STAFF MEETING\par \b0\i by John Sommerville, executive director of the\par Wooddale Center, Eden Prairie, Minnesota\par \pard\qj\tx204\par \pard\nowidctlpar\li169\tx192\i0 Training staff is essential for developing and retain\-ing employees. One great training tool is a weekly staff meeting, but these must be well conducted to avoid their being time wasters and productivity drains. Over the years, we have developed several principles for effective staff meetings:\par \pard\qj\tx204\par \pard\nowidctlpar\fi-221\li215\qj\tx221\b\i 1.\tab Have a regular time and place, and don\rquote t cancel.\par \pard\nowidctlpar\fi243\li215\qj\tx215\tx464\b0\i0 The discipline of meeting every week at the same time, even if briefly, builds a pattern that reaps long-term benefits. Most staff teams find it best to meet early in the week. We meet at 8:00 a.m. on Mondays, and we expect all staff to be there. Allowing some people to skip at their discretion undermines the meeting\rquote s effectiveness.\par \pard\nowidctlpar\fi-221\li215\qj\tx221\b\i 2.\tab Begin and end on time. \b0\i0 Starting late is disre\-spectful to those who have made it a priority to be on time. Soon those who are prompt will start coming late, and then the first ten minutes of the meeting are spent waiting or rounding up the participants. The discipline of the end time moves the meeting along and allows people to plan the rest of their day with confidence. We end by 10:00 am.\par \b\i 3.\tab Have an agenda and stick to it. \b0\i0 Most meetings fail when adequate thought has not been given to what the group should discuss. Place priority items at the top, not the bottom, of the agenda.\par \pard\nowidctlpar\li215\tx215\tx243\b\i 4.\tab Be prepared. \b0\i0 People with assignments must come prepLVALared. If this discipline breaks down, participants begin to consider preparation op\-tional. At our meetings, preparation includes weekly reports from each pastor, which are cir\-culated in advance of the meeting.\par \pard\nowidctlpar\fi-221\li215\qj\tx221\b\i 5.\tab Have an established leader. \b0\i0 Consistent leader\-ship enhances the effectiveness of the meet\-ing. At our church, the senior pastor leads these meetings, but that doesn\rquote t have to be the case. At some churches, leadership of the staff meeting is delegated to another pastor skilled in meeting management.\par \b\i 6.\tab If possible, decide something. \b0\i0 Meetings lose their usefulness if the participants discover that process, not action, is the primary activity.\par \pard\nowidctlpar\li215\tx215\tx243 7.\tab\b\i Stay on task\b0 . \i0 The meeting must move briskly through the agenda, but with sensitivity to the relational dynamics of participants. Build team spirit around the tasks of ministry.\par \b\i 8.\tab Be realistic. \b0\i0 Groups generally have energy for one or two significant issues in any one meet\-ing. Avoid the temptation to add too many agenda items to the routine business.\par \pard\nowidctlpar\fi-221\li215\qj\tx221\b\i 9.\tab Set aside additional time for group activities and long-term thinking. \b0\i0 Weekly meetings alone will not be sufficient for addressing all the is\-sues. On occasion, time must be set aside for brainstorming and planning, and for activities designed to build community, perspective, and skills. At our church, we have six annual retreat days. These include a planning day with the church board, a family retreat, and four days for planning and staff development. One retreat day, we spent an afternoon racing go-karts!\par \pard\nowidctlpar\li259\tx192\b\i 10.\tab Maintain confidentiality. \b0\i0 When discussing volatile issues, particularly related to people in the church, the conversation must not leave the room. When a difficult issue surfaces, it\rquote s often wise to table the diLVALscussion until later and include only those directly involved.\par \pard\nowidctlpar\li259\qj\tx204\tx260\b\i 11.\tab Be unified. \b0\i0 At times, it\rquote s impossible to have complete agreement, but it is important that once a decision is reached, the staff not air any differences elsewhere.\par \pard\nowidctlpar\fi-221\li215\qj\tx221\par \par \pard\nowidctlpar\li2092\qj\tx221\b MORE ABOUT JOB DESCRIPTIONS\par \pard\nowidctlpar\li215\tx204\par \pard\nowidctlpar\qj\tx215\b0 For more samples of job descriptions, check the following resources:\par \pard\tx215\par \pard\nowidctlpar\fi306\li243\qj ChurchStaffing.com. More than two hundred job descriptions gleaned from churches.\par \pard\nowidctlpar\li215\tx204\b\par \pard\tqc\tx4257\tqr\tx8520\b0\i The Big Book of Job Descriptions for Ministry \i0 by Larry Gilbert and Cindy Spear (Gospel Light, 2002). Descriptions of every job in a church from executive pastor to puppeteer.\par \pard\nowidctlpar\li215\tx204\b\par \par \pard\nowidctlpar\qj\tx204 HOW TO PULL TOGETHER AS A STAFF\par \pard\nowidctlpar\fi-221\li180\qj\tx204\b0\i by Valerie Van Kooten, a freelance writer and lec\-turer living in Pella, Iowa\par \pard\qj\tx204\par \pard\nowidctlpar\fi243\li221\qj\tx204\tx464\i0 Distinct personalities. Differing roles. Varying priorities. The task of pulling a staff together can be just as difficult\emdash or even more so\emdash in a church setting as it is in a secular workplace.\par \pard\nowidctlpar\fi260\qj\tx221\tx260\ldblquote The staff is one of the first places where unity in the congregation can break down,\rdblquote says Peter Grant, pastor of Cumberland Community Church in Smyrna, Georgia, which has ten paid staff mem\-bers and about five hundred people worshipping at the church each week. \ldblquote When things aren\rquote t go\-ing well with the staff, folks in the congregation pick up on that.\rdblquote\par How can bickering and sniping be avoided? Better yet, how can staff unity be promoted so that everyone pulls together for LVALa common goal? Most pastors say this depends less on activities than on an attitude of honesty and cooperation.\par \ldblquote Every pastor and head of staff will find an approach that works for his or her church,\rdblquote says Jay Groat, pastor of First Congregational Church in downtown Akron, Ohio. This historic regional church was founded in 1833 and employs eleven staff members. \ldblquote For me, it\lquote s the principle of man\-agement by walking around\emdash I\rquote m out there like a plant manager, checking in with everyone.\rdblquote\par Groat uses the five A\rquote s\emdash be affable, account\-able, affordable, available, and adequate\emdash to guide his staff day by day. \ldblquote We have very few rules here, but the first rule is that I\rquote m available to the staff,\rdblquote Groat says.\par Grant insists that the church staff commit to two things\emdash honesty and loyalty. \ldblquote I require hon\-esty behind closed doors and loyalty in public,\rdblquote he says. \ldblquote If a member of the congregation wants to complain about a staff member, I don\rquote t want that getting back to the staff member. We give commit\-ment, and we ask for commitment.\rdblquote\par \pard\qj\tx260\par \pard\nowidctlpar\li1757\tx243\b Other Ways to Promote Staff Unity\par \pard\tx204\par \pard\nowidctlpar\li260\qj\i Have fun\b0 . \i0 Sophie Mathonnet-Vanderwell, pastor of Second Reformed Church in Pella, Iowa, says their church staff of four full-time employees and several part-timers go out to eat together, pull practical jokes on each other, and run across the street for coffee in the af\-ternoons. They spend time together that isn\rquote t always focused on work.\par \pard\nowidctlpar\fi306\li260\qj\b\i Have regular meetings. \b0\i0\ldblquote I\rquote m very religious about weekly staff meetings. Everyone has to be there, in my office, at the beginning of each week,\rdblquote Groat says. Mathonnet-Vanderwell says that staff meetings can be a challenge when you have several part-timeLVALrs. \ldblquote Trying to find a time when everyone is available and working at the same time is really difficult,\rdblquote she says. Consider instituting certain hours when every\-one must be present in the office.\par \pard\nowidctlpar\li260\qj\b\i Take time for \b0 retreats. \i0 Cumberland Community Church holds an annual retreat for church staff, church elders, and their families to hang out for twenty-four to forty-eight hours. \ldblquote We basically eat and have fun,\rdblquote Grant says. \ldblquote If there are problems among the staff, you can pick them out there. Things tend to come to the surface.\rdblquote\par \pard\nowidctlpar\li215\tx204\b\par \pard\nowidctlpar\li215\tx192\i Pray and study God\rquote s Word together.\par \pard\nowidctlpar\li221\qj\tx204\b0\i0 Mathonnet-Vanderwell and her staff have de\-votions together twice a week. \ldblquote That\rquote s a must for us,\rdblquote she says.\par \pard\nowidctlpar\li215\qj\tx204\i When \b problems \b0 arise, \b seek an honest, compas\-sionate solution. \b0\i0\ldblquote I really believe the Holy Spirit gives insights that will promote staff unity,\rdblquote Grant says.\par \pard\qj\tx221\par \pard\nowidctlpar\fi-221\li2092\qj\tx204\b KEEPING A GREAT STAFF\par \pard\nowidctlpar\fi243\li221\qj\tx204\tx464\b0\i by Carol M. Christensen, a counselor at Meier Clinics in Seattle, Washington\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\i0 To strengthen your staff relationships and in\-crease tenure, start with these five leadership principles:\par \pard\qj\tx204\par \pard\nowidctlpar\li215\qj\tx204\b\i 1.\tab Recruit quality players. \b0\i0 Don\rquote t settle for second best. Hire people who will be an advantage to your team and further the Lord\rquote s work. Take enough time to search for qualified leaders. Check references and ask candidates pointed questions. Avail yourself of personality and lead\-ership tests. Follow up on hunches or any sense of unease. Wait for those who have a heart for the Lord and a teachable spiriLVALt. You\rquote ll want to be confident as you present credentials to a gov\-erning church board.\par \pard\nowidctlpar\li221\tx243\i 2.\tab\b Attract\b0 \b team players. \b0\i0 A superstar with a bad at\-titude will be a deterrent to the team\rquote s success. Avoid any leader who thinks he or she is doing you a favor by playing on your team. Others on your staff will resent the demands of a prima donna. Look for those who are humble enough to work with others without caring who gets the credit. In checking references, explore how a candidate will fit the team. Consider the kinds of people you work with most effectively.\par \pard\nowidctlpar\li215\qj\tx204\b\i 3.\tab Realize that not all staff members play the same positions. \b0\i0 As leader, you need to know each staff person\rquote s strengths so you can assign each one to work in his or her best area, relying on other team members to handle other responsi\-bilities. When you force team members to work for an indefinite time in activities outside their areas of giftedness and training, staff relation\-ships may be strained.\par \b\i 4.\tab Invest the time to equip your team. \b0\i0 Keep your staff sharp by stretching them mentally. In\-clude challenging, cutting-edge church leader\-ship material in your staff meetings. Insist that people pray about their work and weaknesses, and talk with them in detail about how to do so. Encourage your staff to attend professional conferences and seminars\emdash and make sure that your church budget supports them. Grant your staff the freedom to set healthy boundar\-ies, and insist that they take regular days off plus additional breaks from the ministry to pre\-vent stagnation and burnout.\par \pard\nowidctlpar\li221\tx243 5.\tab\b\i Foster ownership of goals\b0 . \i0 Don\rquote t expect your team to depend solely on your vision for minis\-try. Encourage staff members to develop their own goals within the larger vision, and involve your team in forming the corporate vision and in making decisions. Having theLVALir input early in the process will help when times get tough in the ministry, as they inevitably will. Your staff members will have greater commitment to their goals and to the vision of the church if they have been part of this process.\par \pard\qj\tx221\par \pard\nowidctlpar\fi-221\li180\qj\tx204\b THE LEGALITIES OF HIRING AND FIRING\par \pard\nowidctlpar\fi243\qj\tx464\b0\i by Gayla R. Postma, a freelance writer living in Morrisburg, Ontario\par \pard\qj\tx204\par \pard\nowidctlpar\tx204\i0 What laws apply to churches as employers? In most cases, they are the same ones that apply to any business.\par \pard\nowidctlpar Stephen Chawaga, an attorney at Monteverde, McAlee & Hurd in Philadelphia, Pennsylvania, says that as churches employ more people, their responsibilities change. \ldblquote Churches may find themselves subject to different laws as they grow in size,\rdblquote he says. \ldblquote For example, some occupational health and safety statutes generally apply to busi\-nesses with more than fifteen or twenty employ\-ees. That includes churches, even if they haven\rquote t noticed that they have slipped over that line.\rdblquote\par \pard\nowidctlpar\tx204 There are some major exemptions for churches when it comes to hiring and firing. Unlike busi\-nesses, churches are allowed to hire and fire based on religious preferences. Laws about the separation of church and state prohibit the state from getting entangled in matters of religion, but churches would be wise to proceed with caution to avoid potential lawsuits. Here are some com\-monsense guidelines to help keep churches out of court:\par \pard\tx187\par \pard\nowidctlpar\li192\qj\tx204\b\i Provide written job descriptions\b0 . \i0 A formal job description for every position prevents confu\-sion down the road. Without a job description, frustrated employees and managers have no\-where to turn for objective guidelines on what is expected of them. Employees get disgrun\-tled, morale suffers, and even if there isn\rquote t a legal proLVALblem, the church\rquote s reputation suffers.\par \pard\nowidctlpar\fi-221\li198\qj\tx221\b\i Have more than one person involved in hiring decisions. \b0\i0 Some churches have a personnel committee that deals with hiring issues, while other churches leave it up to the minister. Chawaga suggests having at least a couple of people involved in the hiring process so that everyone has the same view of the job. \ldblquote Even if the minister has the final hiring-and-firing power, it behooves him or her to involve other people,\rdblquote Chawaga says.\par \pard\nowidctlpar\fi243\li198\qj\tx464\b\i Don\rquote t discriminate. \b0\i0 When interviewing prospective employees, churches may not discriminate on the basis of race, color, sex, marital status, disabilities, or age. The only ex\-ception to these general standards is religion. \par \b\i Check references. \b0\i0 While it may seem obvious, churches still need to be reminded to contact prior employers and references before hir\-ing someone. Even church members should be screened. If children are cared for on the church premises, every employee must be screened, whether or not that person\rquote s job in\-volves child care. \ldblquote If these people are working with or near children, you have a responsi\-bility for their safety. If you don\rquote t screen an employee, you\rquote ve exposed yourself to liability,\rdblquote says Rex Frieze, a church consultant and certi\-fied public accountant in Orlando, Florida. \b\i Train\b0 \b well. \b0\i0 Once an employee is screened and hired, proper orientation to the job is es\-sential. \ldblquote I\rquote ve found that some people have the misconception that working in the church is going to be a breeze,\rdblquote says Jay Sage, former church administrator at Community Church of Vero Beach, Florida. \ldblquote A proper orientation will relieve them of that notion.\rdblquote Both Sage and Frieze recommend a ninety-day probation pe\-riod. \ldblquote After ninety days, there has to be mutual sharing to determinLVALe how all the parties feel it\rquote s going,\rdblquote Frieze says. \ldblquote That way, everyone will be on the same page.\rdblquote\par \pard\nowidctlpar Frieze recommends an additional meeting six months later. Every employee should be evaluated once a year, from the senior pas\-tor right on down, and Sage adds that there should be a written record of all evaluations. \par \b\i Dismiss with caution. \b0\i0\ldblquote Civility and consider\-ation at the time of termination can go a long way in preventing lawsuits,\rdblquote Chawaga says. \ldblquote Avoid giving an employee who is already embarrassed something to seize on and com\-mence litigation.\rdblquote In addition, more than one person should be involved in a termination. \ldblquote That provides witnesses and a second voice,\rdblquote Chawaga says.\par \pard\tx187\tx340\par \pard\nowidctlpar\qj\b HOW TO DEAL WITH A STAFFER WHO ISN\rquote T MEASURING UP\par \pard\nowidctlpar\fi306\qj\b0\i by Steve Marr, owner of Business Proverbs, a man\-agement consulting firm for Christian businesses, based in Tucson, Arizona\par \pard\tx204\par \pard\nowidctlpar\fi-204\li180\qj\tx204\i0 Let\rquote s face it. Despite a thorough search, inter\-view, and reference check, the person you hired just isn\rquote t working out. How do you work with the\par \pard\nowidctlpar\li169\tx192 person to see whether the situation is redeemable or if it can only be resolved through termination? Here are some tips for working with an employee who isn\rquote t measuring up.\par \pard\qj\tx204\par \pard\nowidctlpar\li215\qj\tx204\b\i 1.\tab Establish an accountability plan. \b0\i0 Sit down with the staff person and outline in writing the min\-istry standards and results that you and the church expect. Be flexible, but do not retreat from \i the \i0 minimum standards. When you\b\i \b0\i0 have reached agreement, confirm your understanding in writing and determine the importance of each task as it relates to meeting the needs of the church. The issue is not what you wLVALant, but what the church needs in order to fulfill God\rquote s mission. The plan should parallel the person\rquote s job description.\par \pard\nowidctlpar\li215\qj\tx215\b\i 2.\tab Follow through. \b0\i0 Agree to meet regularly for a given time to evaluate how the person is doing. Praise positive results and correct poor perfor\-mance. Do not gloss over deficiencies. Perfor\-mance usually improves with clear direction and enforced accountability. Take notes of the meeting and keep them in the employee\rquote s per\-sonnel file.\par \pard\nowidctlpar\li215\qj\tx204\b\i 3.\tab If a problem persists,\b0 \b meet with the staff member. \b0\i0 Review the previous agreement and ask the per\-son to explain any hindrances to accomplishing the required assignments. Provide coaching and suggestions while reinforcing personal re\-sponsibility. Warn the person kindly but firmly that there will be consequences if performance doesn\rquote t improve. Again, keep notes.\par 4.\tab\b\i When\b0 \b performance improves, celebrate! If fail\-ure persists, try\b0 \b to discern the reason. \b0\i0 Are the person\rquote s gifts and talents a poor fit with this job? Could his or her strengths be better used elsewhere? Sometimes staff members struggle to stay focused because their primary ministry duties do not match their gifts or calling. See if there are underlying personal problems that need to be addressed, such as concerns over a child or health issues.\par \pard\nowidctlpar\fi-221\li215\qj\tx221 Although some workers are misplaced, oth\-ers are simply not working up to their capabili\-ties. In that case, develop steps toward diligence that combine time and action with an effective focus on the important aspects of the job. Doc\-ument your expectations along with deadlines and consequences of failure. Be sure that the person understands he or she is on probation. Follow this up with a written statement of expec\-tations and deadlines.\par \pard\nowidctlpar\li215\qj\tx204\b\i 5.\tab If poor performance continues, LVALencourage the in\-dividual to find another job. \b0\i0 Taking a positive, \i proactive approach can protect long-term \i0 re\-lationships. Failure to act will result in poorer performance, increasing frustration, and de\-moralization among other staff.\par \pard\qj\tx215\par \pard\nowidctlpar\li2092\qj\tx221\b CONFLICT IN THE WORKPLACE\par \pard\nowidctlpar\li1757\tx243\b0\i by Richard Shaw, publisher of the \i0 Sun-Advocate \i in Price, Utah\par \pard\qj\tx204\par \pard\nowidctlpar\li169\tx192\i0 Conflict is inevitable, even in the church workplace. Church leaders may try to overlook it, but trouble doesn\rquote t just go away, and even minor conflicts can simmer to the point of violence. To deal effectively with conflict, church leaders should understand the kind of unhappiness that feeds stress, equip themselves with tools for resolving conflict, and educate employees in how to deal with conflict.\par \pard\nowidctlpar\fi215\qj A number of factors are increasing conflict in the workplace today:\par \pard\qj\tx215\par \pard\nowidctlpar\fi243\li215\qj\tx464 A growing sense of hopelessness about eco\-nomic progress.\par Shifting cultural factors such as the loss of traditional family structures, the waning of community support, and rapid ethnic and racial changes in society.\par Technological advances that increase pressure on individuals whose jobs are being eliminated or who feel they can\rquote t keep up.\par \pard\qj\tx215\par \pard\nowidctlpar\li169\tx192 An administrator who understands the pressures people deal with will have a better understanding of resulting conflicts. For instance, a church employee who appears happy and settled at work may have a spouse whose position is being downsized. Increasing uncertainty about the situation can af\-fect the church employee\rquote s work. What we see of people at work is only a fraction of who they are.\par \pard\qj\tx204\par \pard\nowidctlpar\li169\tx192\b Types\b0 \b of Conflict\par \pard\nowidctlpar\qj\tx204\b0 Administrators also nLVALeed to understand the types of conflicts that can occur among workers. These include the following:\par \pard\qj\tx204\par \pard\nowidctlpar\li181\qj\tx204\b\i Interdependence conflicts. \b0\i0 These conflicts arise when one person\rquote s job depends on someone else\rquote s work. If the first person fails to do his or her work, the second becomes stressed.\par \pard\nowidctlpar\li192\qj\tx204\b\i Differences in goals\b0 . \i0 People\rquote s goals for a job can differ. For example, one person may just want to get the work done, while another is more concerned about doing it in a particular way. \par \b\i Differences in backgrounds. \b0\i0 Conflicts can arise between people with different educational backgrounds, personal experiences, ethnic heritage, or political preferences.\par \pard\nowidctlpar\fi-221\li192\qj\tx221\b\i Difference\b0 s \b in gender. \b0\i0 Tension can occur be\-cause men and women relate differently to the same situation.\par \b\i Differences in supervision.\b0 \i0 Supervisors have different management styles. Employees who change from one supervisor to another can become frustrated.\par \pard\nowidctlpar\li181\qj\tx204\b\i Differences\b0 \b in personalities. \b0\i0 Personality is probably the most important factor in conflict between workers. According to The Getting Along Newsletter, which promotes productive relationships among workers, 85 percent of dismissals in this country result from person\-ality conflicts.\par \pard\qj\tx192\par \pard\nowidctlpar\li169\tx192\b Tools for Handling Conflict\par \pard\nowidctlpar\qj\tx204\b0 Understanding what feeds conflict isn\rquote t enough; we also need the tools to handle problems. Accord\-ing to Kenneth Thomas in \i Dealing with Conflict:A Win/Win Approach \i0 (CRM Films, 2215 Faraday Ave., Carlsbad, CA 92008), people tend to handle conflict in one of five ways: through competi\-tion, compromise, avoidance, accommodation, or collaboration.\i\par \pard\tx204\i0\par \pard\nowidctlpar\li340\qj\tx221\b FIRING WITHOUT GETTILVALNG SUED\par \pard\nowidctlpar\li119\tx243\b0 Sometimes staff members simply don\rquote t work out. When that happens, someone has to be let go. How this is done can make all the difference in the world, particularity in today\rquote s legal climate in which ex-employees can sue over \ldblquote wrongful dis\-missal.\rdblquote Some suggestions:\par \pard\tx119\par \pard\nowidctlpar\li323\qj\b\i Be prudent when terminating an employee.\par \pard\nowidctlpar\fi306\li323\qj\tx323\b0\i0 Terminate an employee privately and dis\-creetly in a way that preserves the person\rquote s dignity. Discuss the reasons for the employ\-ee\rquote s discharge only with those few persons who need to know. Consider encouraging the employee to resign rather than be terminated, and minimize the time the employee spends in the office after being discharged. If you have promised prior notice, you can continue the person\rquote s paycheck without having the per\-son report to work.\par \pard\tx323\par \pard\nowidctlpar\li323\qj\b\i Help the employee find a\b0 \b new job. \b0\i0 After dis\-charge, do what you can to speed the process toward new employment. A new job will reduce the ex-employee\rquote s financial need to sue your church, and it will eliminate the idle time that germinates bitterness and appointments with lawyers.\par \pard\nowidctlpar\fi243\li323\qj\tx204\tx323 Give the employee access to secretarial assistance in searching for another job. Pro\-vide the strongest letter of reference you can honestly sign, preferably one that you have mutually agreed upon. Give a helpful but not misleading reference when asked. If the letter is too glowing, it will be used against the church if the employee later sues for wrongful discharge. A later employer may also sue you for negligent referral or misrepresentation of your ex-employee.\par \pard\nowidctlpar\li215\tx204\b\par \pard\nowidctlpar\li1995\tx1995\b0\i\emdash Steven T. McFarland\par \pard\nowidctlpar\li215\tx204\b\i0\par \pard\nowidctlpar\fi283\qj\tx204\b0 LVALThomas also says that we handle conflict with varying levels of assertiveness or cooperation. For example, if we are totally unassertive and totally uncooperative, we tend to avoid conflict rather than confront it. If we always accommodate some\-one, we give up our assertiveness. Giving in to someone else can work for a while, but eventu\-ally one person may feel resentful, especially if the other person takes advantage of the situation.\par If two employees are both highly assertive but neither is cooperative, they\rquote re probably also very competitive. Competition usually escalates prob\-lems rather than solve them.\par Compromise might appear to be the best way to handle conflict, but it isn\rquote t. Compromise, in which both parties in a conflict are somewhat assertive and somewhat cooperative, asks both to give up something to get only part of what each wants.\par A more effective tool is collaboration. Both par\-ties can be highly assertive and highly cooperative because any conflict that arises is regarded as a mutual problem that both must resolve. The result is a win-win situation.\par True collaboration is not easy to achieve be\-cause it\rquote s contrary to human nature and takes a lot of effort. It requires honest communication and the commitment to create a situation in which no one triumphs over another.\par \pard\qj\tx283\par \pard\nowidctlpar\li169\tx192\b True Resolution\par \pard\nowidctlpar\qj\tx204\b0 Changing the ways that people react to conflict is difficult. Church leaders find it doubly difficult because they must help others change while work\-ing on changing themselves. Still, the rewards of resolving conflict are great. As tension decreases, productivity should increase, and the tools you use to hell) others settle disputes may equip them for a lifetime.\par \pard\par \pard\nowidctlpar\qj\tx204\b HOW TO BUILD STAFF LOYALTY\par \pard\nowidctlpar\fi-221\li2092\qj\tx221\b0\i by Lee Eclov, senior pastor of Village Church in Lincolnshire, Illinois\par \pard\qj\txLVAL204\par \pard\nowidctlpar\qj\tx204\i0 Loyalty is crucial to any team of leaders\emdash especially a pastoral staff that models Christian unity to the church. The job description of every staff member must clearly state that staff loyalty is expected.\par \pard\nowidctlpar\fi283\qj\tx204 But loyalty can be healthy or unhealthy. Staff members who never cross the boss because they are afraid, unthinking, or self-serving do not honor the Lord, even if there is apparent peace on the team. Loyalty at any price is not necessarily the greatest good.\par Healthy loyalty is the product of Christian love and begins in each person\rquote s heart. Peter ex\-pressed a familiar New Testament theme when he wrote, \ldblquote Love one another deeply, from the heart\rdblquote (1 Peter 1:22), explaining that since such love is now our birthright in Christ, it should he second nature to us. Then he tells us to \ldblquote rid yourselves of all malice and all deceit, hypocrisy, envy, and slander of every kind\rdblquote (2:1). Those sinful vestiges of our old nature are loyalty killers, so the first key to building staff loyalty is to deeply love our colleagues and slough off those deadly, relation\-ship-killing tendencies that inevitably crop up in close Christian quarters.\par Each person on the staff, and especially the se\-nior pastor, should be alert to loyalty lapses. There are different reasons why loyalty breaks down:\par \pard\qj\tx283\par \pard\nowidctlpar\fi243\li277\qj\tx464\b\i Principle trumps the relationship \b0\i0 (as when Barnabas separated from Paul). We must maintain love, open communication, and\emdash if all else fails\emdash go our separate ways rather than tear the church apart with our differences. In such cases, outside counselors or mediators can be helpful in maintaining balance and perspective.\par \pard\nowidctlpar\li277\qj\tx221\b\i A staff person \b0 feels \b ignored. \b0\i0 A staff member\par \pard\nowidctlpar\fi283\qj\tx204 may feel overloaded or underutilized, or one\par \pard\noLVALwidctlpar\li283\tx243 may feel that some ministry is going awry. The point is that no one is listening. One simple\par \pard\nowidctlpar\qj\tx221 remedy is for the senior pastor to regularly ask staff members, \ldblquote Are you content with your job? Is there anything you want me to know or do for you?\rdblquote\par \pard\nowidctlpar\fi209\tx243 I think every staff person should be as\-signed a safe advocate in church leadership who will listen to complaints or worries with\-out reprisal. This advocate doesn\rquote t have to agree with the staff person but must be a safe listener and have enough leverage to advocate for the staff if it seems warranted.\par \pard\nowidctlpar\qj\b\i A \b0 staff \b person is caught up in self-centered sins. \b0\i0 Since it is dicey for the pastor on the receiving end of those attitudes to confront them, our first line of defense is prayer, perhaps with a trusted colleague from another church or a\par \pard\nowidctlpar\fi306\li209\qj wise and discreet elder. Ask God to work in powerful and precise ways.\par \pard\nowidctlpar\fi-204\li209\qj\tx204 We may also have to confront the sin from a position of grace, not law. We must purify and humble ourselves lest we spread our spiritual germs to the wound we open, and we must allow the staff member and the Lord time to work. It takes time to get hearts back in order.\par \pard\tx209\tx413\par \pard\nowidctlpar\qj Beyond the fundamental spiritual principles, here are some simple loyalty builders:\par \pard\tx204\par \pard\nowidctlpar\fi306\li209\qj Offer clear and fair job expectations, with di\-rect and frequent feedback.\par Pray together for your mutual work and for help with personal weaknesses and needs. Invest in relationship building: staff parties\par \pard\nowidctlpar\li216\tx192 and retreats, social times with our families in one another\rquote s homes, dropping by the office for some small talk, thoughtful gifts and cards. Brag on the staff publicly. Tell the congrega\-tion, the board, and the small group LVALin the foyer what a terrific job a person is doing or what a great idea she had or how much the team has encouraged you.\par \pard\nowidctlpar\li216\qj\tx204 Defend staff members staunchly against care\-less critics, and deal carefully with justified\par criticism.\par \pard\sl-243\slmult0\qj\tx209\fs20\par \pard\nowidctlpar\tx204\b\fs28\par \pard\nowidctlpar\li935\tx1995 REBUILDING A DEMORALIZED TEAM\par \pard\nowidctlpar\li215\tx204\par \pard\nowidctlpar\li169\tx192\b0 Our problem was too many children and too few rooms. An army of kids had graduated from the nursery and toddler ministries, and they swept into our early childhood areas like locusts. The workers were overextended, absentees and prospects weren\rquote t being tracked, and children had occasionally slipped out the door to roam the halls, creating a security risk. The preschool volunteers became tense and irritable. Regular meetings were consumed with problem solving and fire extinguishing. Everyone was too busy to bond, and team spirit was quickly evaporating.\par \pard\tx204\par \par \pard\nowidctlpar\li187\qj\tx204\b\i What Would You Do?\par \pard\tx187\par \pard\nowidctlpar\li187\qj\tx187 If you were in charge of the preschool ministry, what would you do?\par \pard\tx187\par \pard\nowidctlpar\li187\qj\tx204 How could you build camaraderie among workers without taking time from their already-overextended schedules?\par \pard\tx187\par \pard\nowidctlpar\li187\qj\tx204 What Happened\par \pard\nowidctlpar\li169\tx192\b0\i0 We did the obvious\emdash increased our efforts to recruit more workers and feverishly sought better ways of using space. In the meantime, we treated our workers to a weekend getaway that was largely subsidized by the church. A friend offered his large lakeside home at no cost. We recruited substitute Sunday staff, weekend babysitters, and cooks from outside the children\rquote s ministry.\par \pard\nowidctlpar\fi-221\li180\qj\tx221 The date was set far in advance to allow most staffers to attend. OnLVAL Friday and Saturday nights, a guest speaker provided inspirational messages about the incredible potential of ministering to children. She reminded us that having large numbers of children to teach was a blessing from God.\par On Saturday morning, our children\rquote s minister described one trouble spot in our programming. The group brainstormed solutions and came up with a simple action plan that gave the group a sense of progress. The rest of the time was spent swimming, skiing, and relaxing. The following Sunday, a sense of family pervaded the workers as they resumed their tasks.\par \pard\nowidctlpar\fi243\li221\qj\tx464\i\emdash Robert J. Morgan\par \par \pard\nowidctlpar\qj\tx204\b\i0 HOW TO BE PASTOR AND BOSS\par \pard\nowidctlpar\qj\tx221\b0\i by Lee Eclov, senior pastor of Village Church in Lincolnshire, Illinois\par \pard\qj\tx204\par \pard\nowidctlpar\fi243\li221\qj\tx464\i0\ldblquote Everything he says in his sermons about building community, loving, and respecting others sounds good. But I see him weekly in staff meetings. I \i know \i0 how he treats others.\rdblquote That\rquote s what one staff member told Lori Carrell, author of \i The Great American Sermon Survey \i0 (Mainstay Church Re\-sources, 1999).\par \pard\nowidctlpar\fi209\qj\tx221 It\rquote s tricky being both pastor and boss to people on a church staff. We see too much of each other and know one another too well. It\rquote s also difficult when not all of us regard work in the same way. For one person, a church social function is work while another sees it as off-the-clock fellowship. One thinks that two or three hours of general read\-ing is OK in the office while another sees it as something to be done off the job.\par \pard\qj\tx209\par \pard\nowidctlpar\li1757\tx243\b Being Pastor\par \pard\nowidctlpar\fi243\li221\qj\tx464\b0 We can pastor our staff by asking four questions:\par \pard\qj\tx204\par \pard\nowidctlpar\li221\qj\b\i 1.\tab Are you guarding the gospel in your life? \b0\i0 In 2 Timothy 1:14, PauLVALl writes, \ldblquote Guard the good de\-posit that was entrusted to you . . . with the help of the Holy Spirit who lives in us.\rdblquote Doctrinal or\-thodoxy can be more slippery than we think, even among pastoral colleagues.\par \pard\nowidctlpar\fi250\li209\qj\tx209 It is not likely that a staff member will sud\-denly deny the deity of Christ, but we can slip too easily away from the workings of grace, the substitutionary atonement, or the authority of Scripture. Why not periodically devote some time in staff meetings to a theological check? Ask the staff if together they can compose a summary paragraph of a theological truth. Push their thinking. Make everyone open their Bibles and cite Scripture for support.\par \pard\nowidctlpar\li221\qj\b\i 2.\tab Are you behaving in a godly way? \b0\i0 Paul reminds Titus and Timothy of practical issues of Chris\-tian behavior, such as how to treat older people, the basic moral qualifications for leadership, and how not to get snagged by money. Senior pastors need to watch how their associates han\-dle life, then lovingly correct what is out of bal\-ance. They should especially watch for sins of frustration in working with God\rquote s flock (Moses wasn\rquote t the last leader to whack a rock in anger!) and for saintly masks that leaders wear to cover inner problems. Pray for insight, and persis\-tently ask staff members about your observa\-tions until your uneasiness settles. Of course, we must invite them to do the same with us.\par \pard\nowidctlpar\fi250\li209\qj\tx209 In urging holiness upon our colleagues, we must do so with grace, lest we become sour-faced sentries of morality. Paul writes, \ldblquote You then, my son, be strong in the grace that is in Christ Jesus\rdblquote (2 Timothy 2:1). Godly behavior is good for our souls and honoring to God; it is also a ministry to those who follow because we are to \ldblquote set an example for the believers in speech, in conduct, in love, in faith and in pu\-rity\rdblquote (1 Timothy 4:12, \i mw). \i0 GLVALodliness is our ministry, and God\rquote s people are watching.\par \pard\nowidctlpar\li221\qj\b\i 3.\tab Are you discouraged? \b0\i0 Timothy faced what many pastors face\emdash discouragement, anxiety, and an overwhelming sense of inadequacy. \ldblquote Join with me in suffering, like a good soldier of Christ Jesus\rdblquote (2 Timothy 2:3, TNW), Paul advised him. Watch for sagging arms, growing weariness, or a sense of resignation, and come alongside a staff member with encouragement, prayer, and wise counsel.\par \pard\nowidctlpar\fi243\li221\qj\tx464\b\i 4. Are you praying well? \b0\i0 One dirty little secret of\par \pard\nowidctlpar\li81\qj\tx204\tx442 ministry is that most of us do not pray as we should. We do too much in our own strength and wisdom. Paul told Timothy, \ldblquote I urge, then, first of all, that petitions, prayers, interces\-sion and thanksgiving be made for everyone\rdblquote (1 Timothy 2:1, TNrv). Ask staff direct questions about prayer: When do they pray? How long? Pray together often, and learn to pray well.\par \pard\nowidctlpar\li215\tx204\b\par \par \pard\nowidctlpar\qj\tx204 Being Boss\par \pard\nowidctlpar\li81\qj\tx204\tx442\b0 Paul seemed blissfully unaware of goal setting, job descriptions, and mission statements, but he knew what a pastor had to do, and he often reminded his young pastoral staff of their key responsibilities. We would do well to evaluate our staff on these same duties:\par \pard\nowidctlpar\li215\tx204\b\par \pard\nowidctlpar\fi232\li477\qj\tx232\tx476\b0\i Teach sound doctrine. \i0 I think every associate pastor ought to have Bible-teaching responsibili\-ties. It keeps them in disciplined study, and the Word gives them depth and credibility in ministry. But whether your colleagues teach or not, our first concern as pastors is to instill gospel truth in those entrusted to us.\par \pard\nowidctlpar\fi232\qj\tx204\i Teach people how to behave. \i0 Ask how staff mem\-bers are fulfilling the mandate to \ldblquote conduct them\-selves in God\ LVAL rquote s household\rdblquote (1 Timothy 3:15).\par \pard\i Develop leaders. \i0 Identifying and shaping lead\-ers is part of our job; we are always reproducing ourselves in those around us. Check your staff on this, and make sure they are focusing on the lead\-ership qualities identified by Paul in 1 Timothy 3 and Titus 2.\par \par \par \cf1\f1\fs29\par } LVALu^5{\rtf1\ansi\ansicpg1252\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\froman\fprq2\fcharset0 Times New Roman;}{\f2\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\lang1033\f0\fs28 CL 091-106\par THE CHURCH OFFICE\par PART 2\par CHAPTER 1\par THE PEOPLE\par \par IN THIS CHAPTER\par THE HEART AND SOUL OF THE CHURCH OFFICE 091\par QUALITIES OF A CHURCH OFFICE WORKER\par HIRING AND TRAINING A SECRETARY 094\par \par \pard\nowidctlpar\qj\b THE HEART AND SOUL\par OF THE CHURCH OFFICE\par \b0\i by Lee Eclov, senior pastor of Village Church in\par Lincolnshire, Illinois\par \pard\qj\par \pard\nowidctlpar\qj\i0 We like to think that our churches are defined \i by \i0 our great preaching or stirring music, by their towering steeples or our community outreach. But \par let\rquote s face it\emdash we\rquote re up a creek if the copier stops working. We\rquote re a two-bit operation if people who call can\rquote t get their questions answered, and if the \par \pard\nowidctlpar church secretary ain\rquote t happy, ain\rquote t nobody happy! \par It is easy to forget how dependent our min\-istries are on the behind-the-scenes people and equipment of the church office. That is, until the system breaks down\emdash until the office manager is gone, the computer crashes, the paper order doesn\rquote t come in, or the secretaries are feuding. If we want our ministries to be effective, we can\rquote t overlook the spiritual work of the church office.\par \pard\qj\par \pard\nowidctlpar\qj\b Basin and Towel Work\par \b0 Pastors like to think of themselves as servants, but the real foot washers in any church are those who work in the office. Nothing is more important than having people there who know they serve God\rquote s people in Jesus\rquote name.\par \pard\nowidctlpar\fi238\qj\tx3050 Efficiency complicates matters. No office can function well without attention to productivity, which requires goodLVAL systems, machines that work well, and policies and procedures that everyone must follow. But foot washing isn\rquote t preoccupied with efficiency. Support people must deal with presumptuous parishioners, long-winded callers, constant interruptions, and budgetary limitations that keep them working with outdated equipment or software. Efficiency could make office work much easier, but it is not always the highest prior\-ity for others.\par \pard\nowidctlpar\qj\tx2811 The boss\emdash the pastor, office manager, or execu\-tive director\emdash must disciple the office staff in the priorities of ministry. Office workers are doing Martha\rquote s work, to be sure. They cannot wander off to the sanctuary to sit at Jesus\rquote feet when the bulletin has to be finished. Yet they must remem\-ber that they are serving Jesus in these sometimes tedious jobs; they are in ministry.\par Your office people need not be members of your congregation, but for most support roles, it is very hard to have people who are not believers. Those who are not disciples of Jesus can undoubtedly do office work efficiently, but they cannot do it for Jesus\rquote sake. Any work not done for Jesus\rquote glory in a church is more of a hindrance than a help.\par People in the office must be told from the day they are hired that their top priority is serving God\rquote s people, whether it is the pastoral team, a particular ministry, or the congregation at large. We cannot \i make \i0 our staff serve humbly, but we can teach them, as Jesus did, by our own example. (\ldblquote Can I help you collate those reports?\rdblquote \ldblquote Would you like me to stop by the post office while I\rquote m out?\rdblquote ) We must never be harsh or demeaning. Of\-fice workers may be hired to serve us, but Jesus has called us to serve them as well.\par \pard\qj\tx266\par \pard\nowidctlpar\tx2811\b Serving Your \i Staff\par \pard\nowidctlpar\qj\tx2800\b0\i0 Pastors can serve the office staff in several impor\-tant ways:\par \pard\qj\tx204\LVALpar \pard\nowidctlpar\li232\qj\tx2811\b\i Provide them with the tools and equipment to make their jobs easier. \b0\i0 Do workers have com\-puters and software that really help them and are not a constant source of frustration? Are they adequately trained? Often staff who use computer programs every day are not aware of everything those programs can do. Offer them training in the form they best understand\emdash whether it is a book, a video, a semi\-nar, or a tutor. Go to bat for the staff at budget time. Make a case to the finance committee for a new phone system, a folding machine, or a better copier.\par \pard\nowidctlpar\tx204\b\i Teach them that prayer is part of the job. \b0\i0 Are you shopping for a new copier? The person in charge should pray for wisdom. Pray for the malfunctioning computer server or the unresponsive vendor as well. Tell workers to be ready to pray with someone who calls about one thing, then pours out her heart about something else. Ask staff to pray for you when they see you struggling or reacting poorly. A praying office staff is like a praying mother who is on her knees for you no matter what. \par \b\i Honor staff as your co-laborers. \b0\i0 Begin by show\-ing interest in workers\rquote personal lives\emdash a father\rquote s illness, a kid\rquote s school play, a looming decision. Pray with them when a burden is heavy, whether at home or in the office. Ask them to pray for you, especially when you are harried or troubled.\par \pard\nowidctlpar\fi266\tx266 Brag on your staff now and then. Mention their work in the church newsletter or during the Sunday announcements. Write a card of appreciation (no e-mails for that!). Remember Sec\-retary\rquote s Day. Treat the staff to lunch or buy them each a great book or CD. Always say \ldblquote please\rdblquote and \ldblquote thank you\rdblquote for what someone does. \par \b\i Build a sense of teamwork. \b0\i0 Support people should be included in staff meetings. Share with office workers some of the strategic is\-sues youLVAL\rquote re working on as leaders, and ask their opinion so they feel like part of the team. When you\rquote re sending a big job their way, give them advance notice. See if you can make the job easier for them.\par Have fun together. Celebrate birthdays, have office parties, give silly gifts, and invite staff to your home for an evening. You are building trust, and these light events pay big dividends when things get stressful. \par \b\i Protect the staff \b0\i0 Ask office workers to tell you when they are overwhelmed or when they are getting conflicting instructions. Watch for simmering tensions in relationships. Be sure there is no hint of moral compromise in staff interactions. Be careful about teasing, espe\-cially about flirting. Workers should feel safe physically and emotionally. Do not let church people or other leaders emotionally beat up on office staff. Come to their defense.\par \pard\nowidctlpar\qj\tx2811\par \pard\nowidctlpar\qj\tx204\b Mind the Shop\par \b0 There are few things more damaging to a\b \b0 church than war in the office, and intra-office tension is rarely simple to deal with. Hebrews 12:14 says, \ldblquote Pursue peace with everyone, and the holiness without which no one will see the Lord\rdblquote (NRsv). This mandate applies to the church office as much as to anyone else in the body of Christ. A conse\-quence of not pursuing these twin goals is that a poisonous root will spring up to cause trouble and defile many hearts (see Hebrews 12:15). The office is at the center of church life, and if conflicts and sin get out of hand, the whole church is at risk.\par \pard\nowidctlpar\fi226\qj\tx226 Productivity is one of our top priorities with office personnel, of course. Sometimes a worker, however nice, is not helping our work. As leaders, we must be sure that office workers know their job\rquote s expectations. They should be given second and third chances, and then, if necessary, be dis\-missed lovingly and compassionately.\par As leaders, we must help people to be atLVAL their best. We cannot expect people to be what God did not intend them to be. Don\rquote t ask a perfectionist to constantly hurry or expect a tenderhearted per\-son to cut sales calls short. Part of leadership is helping people succeed, so look for ways to posi\-tion them for success.\par \pard\nowidctlpar\fi266\tx266\par \par \pard\nowidctlpar\fi226\qj\tx204\b QUALITIES OF A CHURCH OFFICE WORKER\par \b0\i by Mark Rowh, director of institutional advance\-ment \i0 at \i New River Community College in Dublin, Virginia\par \par \i0 The church office plays a unique role in the life of the local church since it carries out business functions while providing a social gathering place for church members. The first-encounter person, whether a receptionist, secretary, or staff assis\-tant, projects the church\rquote s image to visitors and members. What qualities does this frontline per\-son need?\par \pard\qj\par \pard\nowidctlpar\tx7375\b\i Discretion.\b0 \i0 The wisdom to refrain from indis\-criminately sharing information is critical in a church secretary. Even more important is the ability to handle confidential information. A secretary who talks openly about the giv\-ing records or personal problems of church members can cause serious problems in a congregation.\par \b\i Willingness to learn.\b0 \i0 Exceptional technical skills aren\rquote t prerequisite to office work. A secretary should be proficient at spelling, proofreading, and grammar, and have the flex\-ibility and willingness to acquire new skills as needed. At many churches, secretaries spend more time creating fliers, posters, brochures, and slide presentations than in typing corre\-spondence or other documents.\par \pard\nowidctlpar\b\i A caring attitude.\b0 \i0 A secretary\rquote s attitude must help church leaders and the congregation to fulfill the church\rquote s mission.\par \b\i Dependability.\b0 \i0 A secretary must meet dead\-lines, remember important details, complete assigned tasks, and routinely follow up on a numberLVAL of processes. Integrity is an important element of dependability that is reflected in a Christ-centered life. Lack of know-how seldom causes serious problems in a church office, but lack of integrity often does.\par \pard\par \pard\nowidctlpar\qj\tx7200 One important but sometimes undervalued task of a church secretary (depending on the church\rquote s size) is orienting a new pastor. Secretaries might consider the following steps for getting off to a good start with a new pastor:\par \pard\nowidctlpar\fi215\qj\tx7211\tx7426\b\i First, clarify expectations\b0 . \i0 It helps to know what is expected and who will do what. For instance, some pastors might like to open their own mail, whereas others prefer that a secretary do that. Some use dictation equipment, whereas others write drafts in longhand and ask a secretary to key them in, or they input their own work. The duties of other staff should also be explained to a new pastor.\par \pard\nowidctlpar\qj\tx2811\b\i Second, provide information. \b0\i0 Put together a notebook with one set of minutes from each com\-mittee or work group. Highlight important dates on a calendar for the year.\par \b\i Third, be open to new ideas. \b0\i0 If your personal\-ity doesn\rquote t mesh with the new pastor\rquote s, be patient. Most people can find common ground for effi\-ciently working together in a spirit of teamwork.\par \b\i Fourth, offer people skills. \b0\i0 An experienced church secretary knows people in the church and can let a new pastor know who has musical talent, who is good with administration, who can teach, and who can lead committees.\par \b\i Fifth\b0 , \b show respect. \b0\i0 The new pastor is probably (though not always) an experienced leader who knows how to conduct worship services, Bible studies, and committee meetings. Lack of exper\-tise does not usually stem from ignorance, lack of foresight, or failure in business acumen, but sim\-ply from being in a new work environment.\par Training the person who preaches to you, leads you in BibLVALle study, and prays for you isn\rquote t easy, but it is rewarding, especially if it helps to further that person\rquote s work in the Kingdom of God.\par \pard\nowidctlpar\fi266\tx266\par \par \pard\nowidctlpar\fi238\li477\qj\tx2811\tx3050\b HIRING AND TRAINING A SECRETARY\par \pard\tx476\par \pard\nowidctlpar\li273\tx204\b0 Whether you hire a church member or an outsider (each has its advantages and disadvantages), know that federal law prohibits employers from asking prospective employees about their health, age, and other private matters. Churches are allowed to discriminate in their hiring practices based on religious beliefs, however. Check with your attorney as to how this applies to your church.\par \pard\nowidctlpar\fi266\tx266 Offer continuing education to your office professionals. Seminars, magazines, and newsletters are impor\-tant tools for keeping a secretary updated and motivated.\par Ask your secretary for suggestions and input. By including him or her as a regular part of staff functions, your secretary will be more of a team player. For example, invite your secretary to planning meetings or to lunch with other church staff.\par Provide sufficient, clean, well-lighted, comfortable, and nicely decorated space to perform assigned tasks. Provide adequate equipment. Ergonomic products can ease the strain of office work. Consider upgrading the receptionist\rquote s computer keyboard to a specialized keyboard, or offer her a wrist pad to increase comfort and work output. Foot rests, document holders, and ergonomically correct chairs are helpful. They are also inexpensive ways to decrease medical costs associated with repetitive-motion tasks or eyestrain-related problems. Other suggestions:\par \pard\tx272\tx481\par \pard\nowidctlpar\fi-209\li482\tx272\tx481\bullet\tab Minimize or eliminate extraordinary work demands. Make sure that both you and your secretary fully under\-stand the workload.\par \pard\tx272\tx481\par \pard\nowidctlpar\fi-209\li482\tx272\tx481\bullet\tab InsulatLVALe your secretary from congregational demands. Establish a church policy that requires all depart\-ments seeking secretarial help to submit their requests through the secretary\rquote s supervisor, who is usually the pastor or church administrator.\par \pard\tx272\tx481\par \pard\nowidctlpar\fi-209\li482\tx272\tx481\bullet\tab Plan ahead. Give your secretary enough time to complete assignments. Rush jobs tend to multiply mistakes.\par \pard\nowidctlpar\fi266\tx266\par \pard\nowidctlpar\fi-209\li482\tx272\tx481\bullet\tab Affirm often. Catch your secretary doing something right. When you find it necessary to criticize, do so in an appropriate manner.\par \pard\nowidctlpar\fi266\sl-243\slmult0\tx266\f1\fs20\par \par \f0\fs28 CHAPTER 2\par THE PLACE\par \par DIVIDING OFFICE SPACE\par \par IN THIS CHAPTER\par DIVIDING OFFICE SPACE 095\par TIPS FOR OFFICE PRODUCTIVITY 096\par \pard\nowidctlpar\sl-243\slmult0\tx266\par HOW TO DECORATE THE OFFICE 096\par \par \pard\nowidctlpar\qj\tx2806\b DIVIDING OFFICE SPACE\par \pard\nowidctlpar\qj\tx2800\b0\i by David R. Pollock, director of Resource Ministries Inc. in Winnetka, California\par \pard\tx2658\par \pard\nowidctlpar\qj\tx2811\i0 Whether the church office houses a two-person operation or a staff of fifty, the mission for all work\-ers remains the same\emdash to serve the Lord and his\par people. With that in mind, church employees need to be customer-orientated and have a team minis\-try attitude toward their work. Telephone calls and walk-in interruptions can then be viewed as part of the job and not as sources of irritation. \par \pard\nowidctlpar\tx204 Church offices should be friendly spaces, but the people in them are also expected to get their work done, which requires quiet and privacy. Here are some ways to achieve a workable balance be\-tween ministering to people and accomplishing other tasks:\par \pard\tx2670\tx2851\par \pard\nowidctlpar\qj At a minimum, the minister should have a pri\-vate office or a secluded work area.\paLVALr A secretary needs a specific work area as close to the minister\rquote s office as possible.\par A wall or barrier\emdash preferably a counter or chest-high wall\emdash should separate the recep\-tionist at the front entrance from the rest of the office. Be sure this area is accessible to the disabled and provides comfortable seating for visitors.\par \pard\tx2851\par \pard\nowidctlpar\qj While status seems an inappropriate consideration for a church office, the issue should be addressed.\par \pard\nowidctlpar\tx204 In offices with multiple staff members, privacy should be reserved for confidential conversations and the protection of funds, not for establishing rank. Staff members that interact a great deal with the public should be accessible to them. Putting secretaries in private offices is not usually a good practice within a church culture, but putting a bookkeeper behind closed doors is essential.\par \pard\nowidctlpar\fi266\tx266 In general, the nonpastoral office environment should be planned around the functions that main\-tain church communications, which include finan\-cial bookkeeping and records, answering phones, corresponding, and publishing materials. Once the required functions are identified, the physical aspects of the environment can be planned.\par \pard\tx2670\par \pard\nowidctlpar\li221\qj\tx2800\b TIPS FOR OFFICE PRODUCTIVITY\par \pard\tx221\par \pard\nowidctlpar\qj\tx2811\b0 The fewer the number of workers in one room, the better. When many people share an office, visitor and phone conversations are distracting to everyone. Modular furniture can create more usable workstations in a room by combining desk space, drawers, cabinets, and upholstered pan\-els to maximize space and minimize noise. Ask local stores and manufacturers if they will donate furniture (or part of the cost) to your church for a tax write-off.\par \pard\nowidctlpar\li221\tx221\tx2811 Here are some other considerations:\par \pard\tx221\par \pard\nowidctlpar\li221\qj\tx221\b\i\bullet\tab AcoustiLVALcs. \b0\i0 Lessen the impact of office noise by installing soundproofing materials or relo\-cating office machines. A computer printer or fax machine should not be placed next to a telephone, for example.\par \pard\tx221\par \pard\nowidctlpar\li221\qj\tx221\b\i\bullet\tab Lighting. \b0\i0 To reduce the glare on computer screens, use workstation lighting rather than just overhead lighting.\par \pard\tx221\par \pard\nowidctlpar\li221\qj\tx221\b\i\bullet\tab Carpeting. \b0\i0 Carpeting has aesthetic value, and it tends to reduce noise and overall mainte\-nance costs. When choosing carpet, consider wearability, pile height, and static-electricity avoidance.\par \pard\tx221\par \pard\nowidctlpar\li221\qj\tx221\b\i\bullet\tab Air-conditioning. \b0\i0 Air-conditioning maintains an acceptable level of humidity in an office. Office staff are more comfortable and office equipment operates better in drier air. This is particularly true of photocopiers, since the amount of moisture in the air affects the copier\rquote s paper-handling ability.\par \pard\tx221\par \pard\nowidctlpar\tx266\b\i\bullet\tab Going off-site. \b0\i0 If your church doesn\rquote t have enough space to set up an efficient office suite, consider moving church offices off-site and leaving primarily maintenance person\-nel on the church grounds during the week. Leased office space is often more flexible and less expensive than new construction and maintenance. In areas with low occupancy rates, significant rent reductions can be nego\-tiated, especially when the tenant is a church.\par \pard\nowidctlpar\qj\tx2811\tx3050\i\emdash David F. P0llock\par \pard\qj\tx204\i0\par \pard\nowidctlpar\fi-209\li482\tx272\tx481\b HOW TO DECORATE THE OFFICE\par \pard\nowidctlpar\qj\tx7200\b0\i by Shirley Good, director of Office Revival, a\par church-office efficiency consulting service, based in Springfield, Missouri\par \pard\qj\tx204\par \pard\nowidctlpar\tx204\i0 The church office should be a friendly, comfort\-able place in which church busLVALiness and visitors are handled in a professional manner. The office atmosphere should say, \ldblquote We are ruled by the Prince of Peace; clutter and chaos will not be found here.\rdblquote Following certain principles can help to make your office a pleasant place.\par \pard\qj\tx204\par \pard\nowidctlpar\li204\tx7375\b\i Unity. \b0\i0 A room should maintain the same style throughout. Don\rquote t feature a rustic look on one side of the room and a Southwestern style on the other.\par \b\i Balance. \b0\i0 Spread furniture around the office; do not push all the chairs in one corner and leave the rest of the room empty.\par \b\i Emphasis. \b0\i0 Every room should have a focal point. The attention getter could be your desk.\par Tasteful emphasis eliminates the visual over\-load produced when too many items scream for attention. For example, one large picture is better than many small ones.\par \pard\nowidctlpar\qj\tx2800\b\i Rhythm. \b0\i0 Repeat harmonious patterns. This can be done by using similar materials, coordinat\-ing color tones, or offering prints with evenly spaced features. Similar patterns create con\-tinuity, and evenly spaced patterns produce a calm, relaxed mood.\par \b\i Neatness. \b0\i0 Do not cover the walls with lists and announcements or allow piles of papers to ac\-cumulate on desks that are visible to the pub\-lic. You don\rquote t want your space to look like an office-supply store or computer outlet. \par \b\i Choose the right colors. \b0\i0 Neutral colors create a roomy feeling because they recede, making walls and furniture look farther away than they actually are. Blues and greens with white create an open look that is relaxing and com\-forting. Romantic colors such as pinks, roses, lavenders, and purples should not be used as primary wall colors in an office but can be used as accents. Orange, red, and fluorescent colors are considered aggressive. \par \b\i Accessories. \b0\i0 If you don\rquote t have a green thumb, use silk plants rather than live ones. Mixing silLVALk or dried flowers with live plants is a won\-derful way to add color and interest to a room. Pictures should be hung just above eye level, which is lower in seating areas and higher in walking areas such as hallways. Consider us\-ing matted or attractively framed pictures of serene settings, Scripture verses, and religious imagery. A clock that is visible to staff and guests will help everyone stay on track.\par \pard\nowidctlpar\li204\sl-243\slmult0\tx7375\f1\fs20\par \par \pard\nowidctlpar\li204\tx7375\f0\fs28 CHAPTER 3\par \par THE PROCEDURES\par \par IN THIS CHAPTER\par SCHEDULING CHURCH EVENTS 099\par KEEPING TRACK 100\par GETTING OUT THE WEEKLY BULLETIN 100\par EXPAND YOUR BULLETIN 100\par A CHURCH NEWSPAPER 101\par CREATING A CHURCH BROCHURE 101\par DEALING WITH A PRINTER 102\par TIMELY TOOLS FOR WEB-SITE BUILDING 103\par PRODUCING A PICTURE DIRECTORY 103\par E-BULLETINS 103\par MASTERING E-MAIL 104\par WEB OUTREACH 104\par BASICS OF A CHURCH WEB PAGE 104\par WEB SITE HELPS 105\par E-NEWSLETTERS AND E-ZINES 106\par CHAT ROOMS, DISCUSSION BOARDS, AND BLOGS 106\par \pard\nowidctlpar\li204\sl-243\slmult0\tx7375\par \par \par \pard\nowidctlpar\b SCHEDULING CHURCH EVENTS\par \pard\nowidctlpar\qj\tx2811\b0\i by Jennifer Schuchmann, a freelance writer in Marietta, Georgia\par \pard\tx2772\par \pard\nowidctlpar\fi238\qj\tx2811\tx3050\i0 Scheduling activities in a church is a never-ending job. With the right tools and a few simple rules, however, your calendar keeper can keep everything under control. Here are some helpful tools:\par \pard\nowidctlpar\tab\tab\tab\par \b\i Desk calendar \b0\i0 (available at office-supply stores). Church members or staff must contact the church office to schedule activities such as meetings, programs, pancake breakfasts, youth lock-ins, and weddings. A designated\tab staff member checks the calendar to see if the time and date are available, then logs in the event. Disputes can be arbitrated by a pastor or church administrator. Tip: DesigLVALn your own scheduling calendar based on your church\rquote s needs. If room assignments drive the schedule, setup your calendar on that basis.\tab\tab\par \i Computerized system. \i0 Scheduling is not only about rooms; it\rquote s also about people who set them up, use them, and clean them after an event. There are three resources to be scheduled: people spaces and items. items include maintenance, appointments, and work assign\-ments.\par \pard\tx2772\tx2959\tx7137\par \pard\nowidctlpar\fi-209\li180 To handle all these aspects, use a comput\-erized system that offers point-and-click ease in reserving church facilities on a password\-\par \pard\nowidctlpar\qj protected basis. Set three forms of access:\par \pard\nowidctlpar\fi-209\li170\tx272\tx481\ldblquote tentative,\rdblquote \ldblquote confirm,\rdblquote and \ldblquote cancel.\rdblquote An authorized user can go into the scheduling system and make an entry based on their level of au\-thority. A restricted-resources level is another security feature that allows a person to look at all the church\rquote s calendars but make arrange\-ments only for his or her specific area of op\-eration. It is also possible to list contact people within the space scheduler so that if an event is scheduled, information on the event coordi\-nator is also available. That can be a real help when scheduling plans are finalized.\par \b\i Portable Calendar. \b0\i0 Pastors and other staff could benefit from the wide range of electronic personal digital assistants (PDAs) available. A PDA is a handheld computer that allows you to carry your schedule with you and make changes using a stylus. It includes software for one-button synchronization between the PDA and a computer. At the end of the day, you can transfer your schedule to your desktop com\-puter without having to rekey anything.\par \pard\nowidctlpar\fi233\li175\tx7375\ldblquote If I am visiting a family and the couple tells me that their daughter would like to get mar\-ried on the third weekend in June, I caLVALn look up the date while I am visiting,\rdblquote says one PDA user. \ldblquote I don\rquote t have to play phone tag to give someone a simple answer.\rdblquote\par \pard\qj\tx170\par \pard\nowidctlpar\fi215\qj\tx7426 No matter how good they are, calendars only work if people use them. Remind staff to enter accurate information in the calendar system and to check frequently to avoid double-booking conflicts.\par \pard\nowidctlpar\li204\tx7375\par \pard\nowidctlpar\li175 KEEPING TRACK\b\par \pard\nowidctlpar\qj\b0 At Johnson Ferry Baptist Church in Marietta, Georgia, Deborah Riddle keeps track of the \b 12,500 \b0 events scheduled annually on the church\rquote s calendar system. To do that, she com\-municates regularly with the church staff, using forms she has created to help her track specifics. Her staff meets twice a year with the ministerial staff to work out scheduling for the next twelve to fifteen months and coordinate big events among the different ministries.\par \pard\nowidctlpar\fi328\qj After a planning session, each department must fill out a calendar-request form with details on each event, including times, dates, rooms needed, where tables and chairs should be placed, what type of audiovisual equipment is needed, and whether food service or child care will be necessary. When Riddle receives a completed form, she circulates it among the vari\-ous departments. Once approved, the event is entered in the computer, and it becomes official.\par \pard\tx328\par \pard\nowidctlpar\li311\tx2811\b EXPAND YOUR BULLETIN\par \pard\nowidctlpar\qj\b0 Kate Brinkley, publications coordinator at Na\-tional Presbyterian Church in Washington, D.C., describes their eight-page bulletin as \ldblquote one-stop shopping for everything you need to know about what\rquote s going on at church for the week.\rdblquote Fitting all kinds of information into a readable, attractive format is a challenge, Brinkley says, especially during the holidays when announcements multi\-ply. She uses headings such as \ldbLVALlquote Opportunities for Ministry at National\rdblquote and subheads such as \ldblquote Upcoming Events,\rdblquote \ldblquote All-Church Retreat,\rdblquote and \ldblquote News of the Family\rdblquote as visual guides for the reader.\par \pard\nowidctlpar\li204\tx7375\par \par \pard\nowidctlpar\qj\tx204\b GETTING OUT THE WEEKLY BULLETIN\par \b0\i by Gayla R. Postma, a freelance writer living in Morrisburg, Ontario\par \pard\qj\tx204\par \pard\nowidctlpar\fi215\qj\tx7426\i0 The first thing that visitors notice about a bulletin is its cover. A church puts what it thinks is most important on its bulletin cover: a drawing of the building, the denomination logo, Scripture, contact information, service theme, sermon series, or lit\-urgy of worship. Regardless of what you put on the bulletin cover, ask a professional to design it using two or more colors, shading, and textures, and get a large quantity of covers produced by an offset printer. Then you can produce the inside yourself.\par \pard\nowidctlpar\fi-209\tx272\tx481 Whether you print the entire liturgy, treat the bulletin like a concert program, or use it as a handy tool for announcements about programs and events in the church community, some tips for bulletin composers will apply to all:\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx2811 Use a proofreader.\par \pard\nowidctlpar\qj\tx2800 Don\rquote t overdo the use of different fonts.\par Design a workable template that you can use every week. Master desktop publish\-ing yourself, or hire a professional to do the template.\par Include enough format variation to keep eyes from glazing over. Keep the design simple and leave some white space.\par Collect bulletins from other churches to see what they\rquote re doing.\par Price new duplicating methods. Don\rquote t overuse clip art.\par \pard\nowidctlpar\qj\tx2811 Limit the number of inserts.\par \pard\qj\tx153\par \pard\nowidctlpar\qj\tx2800 You don\rquote t have to do a weekly bulletin. Some alter\-natives are to have a message boLVALard in the lobby, project large-screen PowerPoint slides before the service, keep an up-to- date Web site, publish weekly e-newsletters or e-zines, or send postcards to smaller groups of members regarding their specific upcoming events. Whatever method you choose, be sure that your work puts forth the de\-sired image of your church.\par \pard\nowidctlpar\fi-209\tx272\tx481\par \par \pard\nowidctlpar\tx2811\b A CHURCH NEWSPAPER\par \pard\nowidctlpar\qj\tx2811\b0\i by Valerie Van Kooten, a freelance writer and lecturer living in Pella, Iowa\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx2800\i0 A newspaper brings a congregation together by promoting camaraderie and unity If you\rquote re think\-ing about a church newspaper, here are some tips to help you get started:\par \pard\qj\tx204\par \pard\nowidctlpar\fi175\qj\tx2811\tx3050\b\i The editor \b0 sets \b the tone for the \b0 publication. \i0 The editor doesn\rquote t have to be a journalist, but he or she should like to write, fix other people\rquote s writing, have a nose for news, and be organized and dependable. Some congregations pay the editor; others view this work as a volunteer activity It\rquote s something you will need to discuss. \par \pard\nowidctlpar\tx204\b\i Be consistent about deadlines and \b0 distribution. \i0 Our newspaper has a one-week lead time\emdash articles are due the last Sunday of the month, and the publication comes out the first Sun\-day of the month. You may need two or more weeks to put the first issue of your publication together, but be consistent about when it is dis\-tributed. If members of the congregation can\rquote t depend on regular issues of a newspaper, their interest will wane. State your next deadline and distribution dates clearly in the publication. \b\i Look\b0 \b for interesting things in your congregation. \b0\i0 Some topics we\rquote ve recently included in our newspaper, \i The Pella \b One: \b0\i0 a salute to our con\-gregation\rquote s veterans, with stories they\rquote ve writ\-ten abouLVALt their experiences; a profile of a high schooler who grows bananas in his basement; and Valentine\rquote s Day stories about how couples met. Avoid being preachy. Most members don\rquote t want to read long sermons and debates but prefer personal stories about how Christ has worked in people\rquote s lives.\par \par \pard\nowidctlpar\qj\b\i Get everyone involved. \b0\i0 Don\rquote t let the editor do all the writing. Get people\rquote s input by holding a con\-test asking for the best Christmas experience. Ask a good photographer in the congregation to cover the church picnic. Ask Sunday-school kids to describe what they\rquote re thankful for at Thanksgiving. Most important, don\rquote t belittle anyone\rquote s contribution. You\rquote ll receive handwrit\-ten notes that you can barely read. You\rquote ll get five-page, handwritten reports from the evan\-gelism committee that need editing. You\rquote ll get contributions from members who can hardly read or write English. Welcome them all. \par \b\i Don\rquote t be copy heavy. \b0\i0 Page after page of typed material is hard to read, especially for older eyes. Make your articles bite-sized. If they\rquote re too long, break them up with subheads or bul\-lets, or divide them into smaller articles under one headline. Add photos of people at church. Drop in clip art. Make a few charts or graphs. \par \b\i Decide on a distribution system. \b0\i0 Our church secretary collates and staples the newspaper, then places it in church mailboxes for each member to pick up. Copies are mailed to shut-ins, members who no longer live in the area, and college students. We discussed putting our newspaper online but decided not to do so because people didn\rquote t want personal informa\-tion floating around in cyberspace. Consider a newspaper exchange with other churches\emdash you\rquote ll get many ideas from what they are do\-ing. Print an extra twenty to thirty copies a month for your bulletin racks, so visitors will get a good idea of what your congregation isLVAL like when they pick one up.\par \par \pard\nowidctlpar\li2439\qj\tx2800\par \pard\nowidctlpar\fi266\tx266\b CREATING A CHURCH BROCHURE\par \pard\nowidctlpar\qj\tx204\tx7200\b0 Follow the same general rules for creating a weekly bulletin (design, paper, and printing) to create a brochure that is neat, clean, and attrac\-tive. People will be more likely to pick one up and pass it along. Include the following elements that a visitor would not find in the bulletin:\par \pard\tx204\par \pard\nowidctlpar\tx272\tx7375\bullet\tab Brief history of the church\par \pard\tx272\par \pard\nowidctlpar\tx272\tx7375\bullet\tab Vision statement\par \pard\tx272\par \pard\nowidctlpar\tx272\tx7375\bullet\tab Denominational or statement-of-faith information\par \pard\tx272\par \pard\nowidctlpar\tx272\tx7375\bullet\tab Brief biographies of some or all staff members\par \pard\tx272\par \pard\nowidctlpar\tx272\tx7375\bullet\tab Programs, special groups, and services (when and where they meet, whether there\rquote s a cost)\par \pard\tx272\par \pard\nowidctlpar\tx272\tx7375\bullet\tab All contact information\par \pard\nowidctlpar\fi-209\tx272\tx481\par \pard\nowidctlpar\li306\qj\tx2811\b DEALING WITH A PRINTER\par \pard\nowidctlpar\b0 Consider these basics when dealing with print shops:\par \pard\nowidctlpar\tx204\tx266\bullet\tab Hire a printer with the right equipment at the right price for your job. If your small job is done on sophisti\-cated equipment designed for high-volume printing, you will pay more for that specialized setup. Conversely, if your job contains difficult design features such as large areas of solid color, a small press may disappoint you.\par \pard\tx204\par \pard\nowidctlpar\fi266\tx266\bullet\tab Provide written job specifications. Before a printer can give you a price estimate, you need to specify \par the number of copies \par the dimensions of the publication when opened the way the publication is to fold\par \pard\nowidctlpar\fi238\li300\qj\tx2811\tx3050 the colors of inkLVAL (including black)\par the kind and weight of paper\par the number of photographs (if they are not already scanned onto a computer disk) the form in which the original will be given (on paper or on a disk)\par \pard\tx300\par \pard\nowidctlpar\fi266\tx266\bullet\tab Look for cost cutters:\par \pard\tx107\tx300\par \pard\nowidctlpar\fi238\li300\qj\tx2811\tx3050 To avoid setup costs, can the printer run your small, unhurried job with another job?\par Use paper the printer already has in stock.\par Make changes early to avoid extra costs.\par If people need to approve the text or design, get their approval before typesetting.\par \pard\nowidctlpar\tx204\tx300 Use quality paper. Although the cost of paper becomes significant in quantities greater than ten thousand, higher-quality paper does not cost much more for shorter runs.\par \pard\tx300\tx538\par \pard\nowidctlpar\fi266\tx266\bullet\tab Stay in touch. Babysitting a job is counterproductive, but calling the printer a few days before a job is to be delivered can keep things on schedule.\par \pard\tx107\tx300\par \pard\nowidctlpar\fi266\tx266\bullet\tab Build a relationship. If you pay your bills on time and give sufficient lead time to complete your projects, a printer will generally work to retain you as a customer by keeping costs down. \par Wayne Kiser\par \par \pard\nowidctlpar\qj\tx2800\b TIMELY TOOLS\par FOR WEB-SITE BUILDING\par \pard\nowidctlpar\qj\tx2811\b0 Check out the following sites for help in setting up a Web site:\par \pard\qj\tx204\par \pard\nowidctlpar\li238\tx2811{\field{\*\fldinst{HYPERLINK "www.thischurch.org"}}{\fldrslt{\ul\cf1 www.thischurch.org}}}\f0\fs28\par \pard\qj\tx238\par \pard\nowidctlpar\li238\tx2811{\field{\*\fldinst{HYPERLINK "www.ministrypresence.com"}}{\fldrslt{\ul\cf1 www.ministrypresence.com}}}\f0\fs28 {\field{\*\fldinst{HYPERLINK "www.kintera.org"}}{\fldrslt{\ul\cf1 www.kintera.org}}}\f0\fs28\par \pard\qj\tx238\par \pard\nowidctlpar\li238\tx2811{\field{\*\fldinst{HYPERLINK "www.faithhighLVALway.com"}}{\fldrslt{\ul\cf1 www.faithhighway.com}}}\f0\fs28\par \pard\qj\tx238\par \pard\nowidctlpar\li238\tx2811{\field{\*\fldinst{HYPERLINK "www.echristianwebhosting.com"}}{\fldrslt{\ul\cf1 www.echristianwebhosting.com}}}\f0\fs28 {\field{\*\fldinst{HYPERLINK "www.detailscom.com"}}{\fldrslt{\ul\cf1 www.detailscom.com}}}\f0\fs28\par \pard\qj\tx238\par \pard\nowidctlpar\li238\tx2811{\field{\*\fldinst{HYPERLINK "www.churchsites.com"}}{\fldrslt{\ul\cf1 www.churchsites.com}}}\f0\fs28\par \pard\nowidctlpar\fi266\tx266\par \pard\nowidctlpar\fi238\qj\tx3050\b PRODUCING A PICTURE DIRECTORY\par \pard\nowidctlpar\tx204\b0\i by John R. Throop, founder of the Summit Group\par \pard\qj\tx204\par \pard\nowidctlpar\fi266\tx266\i0 Once you\rquote ve decided to produce a church family directory, your biggest decision will be whether to partner with a company or do it in-house. Some advantages of using a photo album company in\-cluding the following:\par \pard\qj\tx204\par \pard\nowidctlpar\li198\qj\tx2811\b Cost\b0\emdash typically, none to the church or the participants. Participants are offered one free portrait and one free directory per family. The company makes its money when participants order additional prints.\par \b\i Convenience\emdash\b0 a\b \b0\i0 professional photographer photographs church members. Digital imaging allows a family to view photos moments after\par they are taken. If they don\rquote t like the photos, retakes are done on the spot.\par \b\i Completion\emdash\b0 the \i0 company trains volunteers, completes all photos within a specific time frame, and produces the completed photo directories, often providing 20 percent more than you order, which you can give to newcomers.\par \pard\qj\tx198\par \pard\nowidctlpar\fi266\tx266 Some additional tips: When you contact a com\-pany, know how many families are in the church, when you last produced a photo album (midsize churches usually update their album every three to four years; large churches, every five to six years), and whetherLVAL you can schedule the produc\-tion during a slow time in exchange for additional overrun copies.\par \pard\nowidctlpar\fi-209\li482\tx198\tx272\tx481 Enlist volunteers: a coordinator to work on the schedule and layout and a telephone committee to set up photography appointments.\par Have several staff members take digital photos of events and activities, then provide them to the company on a disk. Proof album copy quickly.\par Doing a church family album yourselves can be challenging, because few people have the knowledge or the time to do a great job. Some drawbacks are needing staff time to collect and scan photos and print and bind albums; footing the entire cost; and working with poor image quality if candid photos are collected from members.\par Some new approaches to photo albums are three-ring binders that can be updated easily by adding a page when, say, a new pastor joins the staff; pocket-size versions for people to carry with them; a CD-ROM that could potentially be adapted to put a photo album into a palm-sized computer; and putting an album on a secure section of the church\rquote s Web site.\par \pard\nowidctlpar\li481\qj\tx7200\b E-BULLETINS\par \pard\nowidctlpar\li238\tx7375\b0 You don\rquote t get a thick Sunday bulletin at Saddle\-back Community Church. This California mega-church has dropped its newsletter overflowing with inserts in favor of an e-mail version called \i Saddleback Slice. \i0 Sunday worshippers receive only a sermon outline and basic information\par about the church. \i Slice \i0 is e-mailed on Thursdays.\par \ldblquote We save a ton of paper,\rdblquote the staff report. A few print copies are available for worshippers without e-mail access.\par \pard\tx204\par \pard\nowidctlpar\fi-209\tx272\tx481\par \pard\nowidctlpar\tx2811\b MASTERING E-MAIL\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx2800\b0 E-mail benefits abound: speed (think correspond\-ing with foreign missionaries), convenience (scheduling events, setting up meetings), and savings on long-disLVALtance phone calls, printing, and postage.\par \pard\nowidctlpar\qj\tx2811 Some possible drawbacks include lack of uni\-versal e-mail access, invalid e-mail addresses, frus\-tration with slow Internet connections, and busy phone lines. Here are some tips for minimizing these drawbacks:\par \pard\qj\tx198\par \pard\nowidctlpar\fi238\li198\qj\tx2811\tx3050 Designate an e-mail address coordinator for your church.\par Master sending blind copies so that the entire church membership\rquote s e-mail addresses do not appear on each person\rquote s e-mail. Many spam\par \pard\nowidctlpar\li306\tx7375 filters delete e-mails with a large number of addressees.\par Set up a free online mall management system\par through YahooGroups.com. With such a group, members can subscribe or unsubscrjbe at will without creating extra work for the e-mail coordinator.\par Make paper copies of e-communiqu\'e9s avail\-able to those who do not have e-mail.\par \pard\qj\tx306\par \pard\nowidctlpar\qj\tx2800 Your church can also create an internal e-mail system with software such as GroupWise, which allows staff members to log on to any network computer on the church campus or from home, open a mailbox, and read their messages. You can add Internet e-mail to your internal e-mail system by adding a full-time Internet connection to your internal e-mail system, which already includes all the necessary software to accomplish this. The only addition needed is a computer dedicated to communication between the network and the Internet. Staff members who are away from the office can check e-mail by logging on to the In\-ternet and directing the browser to their church\rquote s dedicated e-mail gateway.\par \pard\nowidctlpar\fi-209\tx272\tx481\par \pard\nowidctlpar\fi266\li391\tx266 WEB\tab OUTREACH\b\par \pard\nowidctlpar\li187\qj\tx7200\b0 Harvest Christian Fellowship puts its announce\-ments and program information on a Web site ({\field{\*\fldinst{HYPERLINK "www.harvest.org"}}{\fldrslt{\ul\cf1 www.harvest.org}}}\f0\fs28 ) thLVALat includes an interactive video of the church pastor, Greg Laurie. Laurie greets visitors, then answers questions based on a visitor\rquote s choices. To date, more than a hun\-dred people have come to the Lord through this medium. Harvest works with TriNet Internet Solu\-tions Inc. (trinetcom.com) to produce the Web site. TriNet\rquote s specialty is streaming media, or combining video and audio on a Web site.\par \pard\nowidctlpar\fi-209\tx272\tx481\par \par \pard\nowidctlpar\tx2811\b BASICS OF A CHURCH WEB PAGE\par \pard\nowidctlpar\qj\tx204\b0\i by Scott Swoboda, president of ChurchSites. corn\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx2800\i0 An effective Web site is vital to a church\rquote s com\-munication strategy. Without a Web site, a church is making a negative statement to people who rely on the Internet for news and information.\par \pard\nowidctlpar\li306\tx7375 How do you set up a Web site?\par \pard\nowidctlpar\qj\tx2811 First, establish a committee to define the purpose and goals of a Web site and establish procedures for managing its content, design, development, and maintenance. Make this com\-mittee accountable to a paid staff member or the church board so that the Web site will be an ongo\-ing focus of the church.\par A Web site should have a professional look while giving the user a sense of your church\rquote s personality. To get a professional look, don\rquote t settle for clip art thrown together with the church logo. Find a church member with proven Web site\emdash design skills or hire someone with those skills. Spending a little money here will greatly increase the chances that visitors to the site will be pleased. Web design costs can range from three thousand to ten thousand dollars or more, depending on the functions you want built into the Web site. Good administrative database tools add to the graphic design cost but also increase its functions, ease in navigating, and updating. Be sure to check references for all candidate companies, especially thoseLVAL that offer a quote significantly lower than others.\par \pard\nowidctlpar\fi-209\tx272\tx481\par \pard\nowidctlpar\tx7375 Group Web pages in a logical manner; keeping the main navigation title links short and descrip\-tive. Keep navigation information in the same loca\-tion on every page.\par \pard\nowidctlpar\fi-209\tx272\tx481\par \pard\nowidctlpar\qj\tx2800\b Keep It Current\par \pard\nowidctlpar\qj\tx2811\b0 As a communication tool, your Web site\rquote s content must be relevant and up-to-date. Here is a list of content items that will add value to your Web site:\par \pard\nowidctlpar\fi-209\tx272\tx481\par \pard\nowidctlpar\li215\tx2811 Contact information, including church location\par and a map\par Statement of faith\par News items\par Weekly or monthly newsletters\par Next week\rquote s bulletin\par Calendar of church events\par New member photos\par Sermon notes or audio\par Bible studies\par Committee- and board-meeting minutes\par Links to other Web sites that might interest\par readers\par Video clips of events and worship services\par \pard\tx215\par \pard\nowidctlpar\qj\tx2811 To keep content up-to-date, you\rquote ll need a webmas\-ter to manage the ongoing technical aspects of the Web site. Hire someone to do that part-time or full-time. If you can\rquote t afford that, build your Web site so it will be easy for your church secretary or a volunteer to update the site. If you don\rquote t have someone to update the site weekly, then post items that don\rquote t change much: a presentation of the gos\-pel, statement of faith, photos from mission trips, an album of missionaries, a map to the church, and staff bios, photos, and contact information.\par \pard\nowidctlpar\fi215\qj\tx2811\tx3050 To keep people coming back, the site must build relationships with them and offer a sense of com\-munity, such as through a forum for homeschool\-ers or singles. Other ways to engage visitors:\par \pard\qj\tx215\par \pard\nowidctlpar\fi215\qj\tx3050 Include a message board.\LVALpar \pard\nowidctlpar\li215\tx204 Offer to e-mail free Bible lessons to visitors. Post a devotional thought for the day.\par Invite visitors to submit inspirational stories or poems to post on your site.\par Provide links to other churches in your fellow-ship.\par \pard\nowidctlpar\fi-209\tx272\tx481\par \pard\nowidctlpar\fi215\qj\tx7426\b WEB SITE HELPS\par \pard\nowidctlpar\qj\tx204\b0 ThisChurch.org offers an online demo that allows you to create a Web page for your church in seconds. Subscribing to their services maintains the functionality of the page (the HTML part), while you control what appears on the page (the content). You never update the functionality; you only change the content, which is easier than typing a weekly bulletin.\par Think of it as filling out a form, but with more sophisticated results. The company provides you with a profession\-ally designed template; you enter your information and e-mail the company your logo or other images. Then choose from an existing set of design options and click a button. In a matter of seconds or days, depending on the company, you have a functioning Web site. From then on, updating the site is as easy as having the password and typing in changes.\par Membership directories are out-of-date as soon as they are printed. With MinistryPresence.com, church members can manage their own accounts and update their information online. The discussion forums feature of this service allows people to connect with one another by sharing needs, prayer requests, testimonies, and interests.\par The benefits of this system are that members decide what information they want to reveal, and they do their own typing.\par Adding special features such as chat rooms or discussion forums increases interactivity among members, classes, and committees. Many sites allow you to post online sermons (printed or audio), documents, and images that are important to your church. The Web services company ensures that everything is working smoothly so that you don\rquote t hLVALave to be an expert.\par Kintera software can also be customized for your needs. It can help you manage online relationships through e-mail communications, e-newsletters, personalized direct marketing, event tracking, and major gift solicitation. The system also helps volunteers to coordinate project details among themselves without having to involve staff members.\par Other available services include the following:\par \pard\tx266\par \pard\nowidctlpar\fi227\li266\qj\tx226\i An online store. \i0 For a onetime setup fee of $530 and a monthly fee of $40, FaithHighway.com will set up an e-commerce application for your church. Working with Riverside Distributors, one of the largest wholesalers of Christian products, FaithHighway can either add a link to its bookstore or customize and brand a virtual bookstore for your church. Your bookstore can offer almost ninety thousand different products, including Bibles, Christian best sellers, video games, and CD5. Your church gets 5 percent of every purchase made from the virtual book\-store. Even churches without a bookstore can have one online.\par \pard\tx266\par \pard\nowidctlpar\fi227\li266\qj\tx226\i A giving tracker. \i0 This is free when you sign up with FaithHighway.com. E-giving allows supporters to donate money online using their credit cards.\par \pard\tx266\par \pard\nowidctlpar\fi227\li266\qj\tx226\i Bonuses for referrals. \i0 ThisChurch.org will pay you for every church you refer to the company that becomes a ThisChurch.org client. This could reduce your costs to almost nothing.\par \pard\nowidctlpar\qj\tx204\i\emdash Jennifer Schuchmann\par \pard\nowidctlpar\fi-209\tx272\tx481\i0\par \par \pard\nowidctlpar\fi266\li198\tx266\b E-NEWSLETTERS AND E-ZINES\par \pard\nowidctlpar\fi-209\li482\tx272\tx481\b0 E-zines are effective, inexpensive, and eye-catching, but they are not for everyone. The best candidates for this type of newsletter are churches that have at least 60 percent of their congregation online. Here\rquote s how to get startedLVAL:\par \pard\tx204\par \pard\nowidctlpar\li204\qj\bullet\tab Gather e-mail addresses. Include a short form in your Sunday bulletin asking for members\rquote e-mail addresses and address updates.\par \pard\tx204\par \pard\nowidctlpar\li204\qj\bullet\tab Choose a delivery method\emdash group e-mail or Web site. Simply e-mailing to your list is eas\-ier, but for color, graphics, and enough room to include the pastor\rquote s column and some ar\-ticles, you should move up a step to a Web-based e-zine.\par \pard\tx204\par \pard\nowidctlpar\li204\qj\bullet\tab Your recipients will appreciate your not attach\-ing things to the e-newsletter or e-zine. Also resist the urge to decorate your e-communiqu\'e9 with smiley faces and clip art.\par \pard\nowidctlpar\fi-209\tx272\tx481\par \par \pard\nowidctlpar\tx204\tx7375\b CHAT ROOMS, DISCUSSION BOARDS, AND BLOGS\par \pard\nowidctlpar\fi215\qj\tx204\tx7211\tx7426\b0\i by Randy Bishop, former international student dire ctor for the Baptist Student Ministry at the University of Maryland\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx2811\i0 Ginghamsburg United Methodist Church in Tipp City, Ohio, hosts dozens of discussion boards, with topics ranging from homeschooling to Christian biking. More than five thousand registered users participate, says Mark Stephenson, director of cy\-berministry for the church.\par \pard\nowidctlpar\fi215\qj\tx3050\ldblquote It is a mechanism to connect people,\rdblquote Stephen\-son says. Since there are no time or distance constraints (anyone can check current or past discussions at any time from any computer in the world), these forums encourage relationship building and information sharing at the user\rquote s con\-venience. Stephenson says that many of the par\-ticipants consider other users to be close friends. They share details about their families and work\par \pard\nowidctlpar\fi238\qj\tx3050 with one another, even though most haven\rquote t met face-to-face.\par \pard\nowidctlpar\fi408\tx204 Online discussions oLVALffer enormous evange\-lism potential. Gospelcom.net, a nonprofit min\-istry \i of Gospel Communications International, \i0 offers a hundred-page online guide to Internet evangelism, with topics such as chat rooms, Web sites, and online etiquette. The North American Mission Board (NAMB) of the Southern Baptist Convention offers an Internet evangelism \i kit, \i0 and many other Christian Web sites address online evangelism.\par \pard\nowidctlpar\fi408\tx266 Many churches prefer not to include chat rooms or discussion boards on their Web sites because they are difficult to set up and maintain. If enough people don\rquote t participate in discussions from the start, there isn\rquote t enough activity to attract others. Chat rooms are particularly difficult to get going because they require that several people meet at the same time.\par \pard\nowidctlpar Upkeep is also difficult. Someone must monitor a chat room to register new users and moderate messages for violations of appropriate conduct (profanity, rudeness, sexual references, solicita\-tion of products and services). Staying on top of that twenty-four hours a day is a heavy burden for a church. Discussion boards take less effort to moderate but still require a significant time commitment.\par Abuse of chat rooms by sexual predators is another danger. \ldblquote I\rquote m wary of chat rooms,\rdblquote says \i David Patrick, pastor of Centenary United \i0 Meth\-odist Church in Lebanon, Indiana. Patrick has counseled several people who have suffered harm through online romances in chat rooms. His church\rquote s Web site has discussion boards and blogs, but no chat rooms.\par Discussion boards are less risky than chat \i rooms. Since they \i0 lack the pressure \i of \i0 real-time conversations, people provide more tempered responses. They also archive or store all mes\-sages so that everything posted becomes public knowledge, whereas chat rooms do not store conversations. Discussion boards allow a user to anonymously check out a group by reading z LVAL its posts, while in chat rooms, everyone present is notified when you enter.\par Blogs, or online diaries, can be a great way for pastors to give their congregations a behind-the-scenes glimpse into their lives. Pastor David Pat\-rick and his wife, Marcy, the church\rquote s associate pastor, promote their blogs in the church newslet\-ter. Patrick says that his blog usually reads like a devotional.\par \pard\par \cf2\f2\fs29\par } LVALu^5{\rtf1\ansi\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\lang1033\f0\fs28 CL 109-131\par CHAPTER 4 \par CONFIDENTIALITY \par \par IN THIS CHAPTER\par AN OFFICE YOU CAN TRUST 109\par BREAKING CONFIDENTIALITY 110\par \par \pard\nowidctlpar\tx204\b AN OFFICE YOU CAN TRUST\par \b0\i By Jeff Hanna, a church safety consultant\par \pard\tx204\par \pard\nowidctlpar\tx204\i0 Many newcomers who enter our churches have trust issues. Every effort must be made to con\-vince them that we will guard the confidences they share with church staff. Three areas of information\par \pard\nowidctlpar\tqc\tx4382 must be protected: hard documents, electronic information, and oral communication.\par \tab\par \b 1. Hard Documents\tab\b0\par This includes personnel and counseling files, notes from the pastor, private correspondence, memos, pledge cards, and individual giving records. The following are some policies to protect these from\par \pard\nowidctlpar\tx204 prying eyes:\par \pard\tx204\par \pard\nowidctlpar\li199\tx198 Keep all such records in locked files with lim\-ited access.\par Ensure that the people who do reports using confidential information have proven their abil\-ity to keep information confidential.\par To protect against losing documents in a fire, keep backup copies off-site or in a fireproof container on-site.\par When hard copies are no longer needed, don\rquote t just throw them away\emdash shred them.\par \pard\tx198\par \pard\nowidctlpar\fi-260\li261\tx260\b 2.\tab Electronic Information\par \pard\nowidctlpar\tx204\b0 The key to keeping electronic information confi\-dential is limited access. With any software sys\-tem, it is important that the system administrator use the utilities function to assign passwords and different levels of access. For example, one person may be permitted to access a field and view its contents but not beLVAL allowed to make changes. At a higher level of access, a person could export data from a field to a special file for use in spreadsheets or reports. A greater level of access would allow someone to make changes to the fields. Compare software to match your security concerns with the software\rquote s capability.\par \pard\qj\tx204\par \pard\nowidctlpar\tx204\b 3. Oral Communication\par \b0 Here are some tips on preserving confidentiality in oral communication:\par Have all office workers sign a statement of confidentiality. Dismiss any employee who breaches that rule.\par Include a confidentiality clause in employee handbooks and job descriptions.\par In staff meetings, emphasize the issue of pri\-vacy.\par Prevent eavesdropping by moving to a private area to carry on a private conversation. Limit access to the church office, particularly after hours.\par Put it in writing. Whenever appropriate, put oral decisions in writing, either in policy and procedure manuals or in official minutes. When a church gets into litigation over confi\-dentiality, libel, or slander issues, the church must have procedures in place and be able to produce records of the minutes and deci\-sions that were made. Churches should also retain legal counsel to handle these kinds of questions.\par \pard\par \pard\nowidctlpar\tx204\b\fs32 BREAKING CONFIDENTIALITY\par \pard\b0\fs28 At times, we need to break confidentiality, and a church should have policies and procedures in place before any crisis of confidentiality arises. It is also a good idea to check with a lawyer and your liability insurance company for advice regarding legal responsibility in cases such as the following:\par \pard\qj\tx204\par \pard\nowidctlpar\fi-164\li164\qj\tx164\b\i\bullet Child abuse. \b0\i0 Pastors and other church work\-ers are bound by law to act on behalf of the child. This is painful if we have a relationship with the abusive adult because we want to continue to minister to that person, but the safety of the child must come first.\paLVALr \pard\qj\tx164\par \pard\nowidctlpar\fi-175\li175\qj\tx175\tx532\b\i\bullet\tab Harmful Intentions. \b0\i0 We may learn that a teen\-ager in our church intends to get an abortion, commit suicide, or run away from home, and we know that the parents would feel betrayed if we didn\rquote t inform them. We may need to in\-sist on bringing the parents into the loop.\par \pard\nowidctlpar\fi-175\li175\qj\tx532\b\i\bullet\tab Domestic violence, destructive patterns, and addictions. \b0\i0 These need to be reported, not kept secret. Go to the person with such a prob\-lem and say up front, \ldblquote I am not going to keep this confidential. I am not willing to contribute to the conspiracy of silence that continues to keep you in this addiction.\rdblquote Then, suggest ways in which the person can get help.\par \pard\par CHAPTER 5\par PUBLICITY\par \par IN THIS CHAPTER\par MAKING THE MOST OF PUBLICITY 111\par TARGETED OUTREACH 112\par HOW TO ATTRACT ATTENTION TO YOUR CHURCH 112\par UNSOLICITED PUBLICITY 115\par \par \pard\nowidctlpar MAKING THE MOST OF PUBLICITY\b\par \pard\nowidctlpar\li420\tx198\b0\i by Matt Donnelly, an editor, writer, researcher, and sales agent in Melrose, Massachusetts\par \pard\tx419\par \pard\nowidctlpar\fi-260\li420\tx260\i0 To reap the benefits of favorable publicity for your church, set up and maintain a system of regularly exposing your church to the public. Be prepared for the occasional unsolicited publicity that may also come your way when your church is in the middle of a news event.\par \pard\nowidctlpar\tx408\tx4790\tab\b 1. Free media attention\par \tab\b0 It\rquote s hard to beat \b a \b0 story in the local media that presents your church as \b a \b0 good neighbor. Com\-pared to advertising, such publicity is a real bar\-gain. So how can you get the right kind of media attention? Before proposing a story idea about your church to radio stations, television stations, or your local newspaper, think about what kinds\par \tab of subjects would interest eLVALditors. Here are some suggestions:\par \pard\tx419\par \pard\nowidctlpar\li584\tx583\b\i Unique or unusual expertise. \b0\i0 English as a Sec\-ond Language classes, a pastor who raises prizewinning roses, a youth group that cleaned up a section of the river or a highway. \par \b\i Special-interest groups. \b0\i0 Al-Anon, abuse recov\-ery, weight reduction, Mothers of Preschool\-ers (MOPS), grief counseling.\par \pard\nowidctlpar\fi-164\li578\qj\b\i Great seminars, \b0\i0 cancer-survivor workshops, parenting classes, caring for aging parents.\par \pard\nowidctlpar\li164\tx204\b\i Inspirational stories, \b0\i0 an employee who has adopted special-needs children, a woman whose shop repairs bikes for missionaries. \par \b\i Breaking news. \b0\i0 how parishioners reacted to a natural disaster.\par \pard\qj\tx204\par \pard\nowidctlpar\tx204 Along with story ideas, send background informa\-tion to reporters\emdash a sheet or pamphlet with key facts about your church. Since journalists have little time to research their stories, and many are not active in organized religion, it is to your ben\-efit to fax or hand-deliver background information about your church. This ensures that journalists will have accurate information. Clip church-related stories from your newspaper to see the types of stories covered by the media in your area.\par \pard\qj\tx204\par \pard\nowidctlpar\b 2. Commercials\par \pard\nowidctlpar\tx204\b0 People may need many encounters with Christian\-ity before coming to faith, so outreach methods such as television and radio are vital to helping the church fulfill the great commission.\par \pard\nowidctlpar\tx260 The following are some tips for TV commer\-cials:\par \pard\qj\tx204\par \pard\nowidctlpar\li204\tx204 Focus on the audience you want to reach and on your message.\par Show that God is involved in daily life, not just with church people doing church things.\par \pard\nowidctlpar\li204\tx583 Get professional help from commercial-pro\-ducing companies.\par \pard If you LVALcan afford it, advertise on major network channels such as ABC, CBS, or NBC. Other\-wise, focus on first-rate cable networks such as CNN, Fox, or ESPN.\par \pard\nowidctlpar\li204\tx583 For the maximum number of viewers, buy a prime-time slot (mornings and evenings). Establish a method of judging whether or not the commercial is effective.\par \pard\tx204\par \pard\nowidctlpar\tx204 The costs of producing a commercial and broad\-casting it depend on many factors. Who makes the commercial is a key consideration. Doing a com\-mercial yourself allows you to control all elements, but you\rquote ll need to consider the cost of renting or purchasing video recording and editing equip\-ment. Some local cable companies have equip\-ment and facilities that can be rented by the day or the hour. The cost of purchasing a video camera and computer-based editing equipment has come down in recent years and should be considered if you plan to produce a series of commercials.\par \pard\nowidctlpar\fi204\tx204 The alternative is to hire an organization that has ready-made, thirty-second commercials that a church can lease and personalize. Such companies also offer consultations on TV-advertising strat\-egy, negotiating airtime, placing commercials, and tracking when and where they are aired.\par \pard\nowidctlpar\fi317\tx317 For daily contact with radio listeners, try a sixty- or ninety-second \ldblquote thought for the day\rdblquote to run each morning. Shop for a good price and time slot. Some stations will charge nominal fees, and some might offer you free time if you ask.\par \pard\tx317\par \pard\nowidctlpar\li209\tx209\b TARGETED OUTREACH\par \pard\nowidctlpar\tx204\b0 Victoria Community Church in Riverside, Califor\-nia, has offered grief- and divorce-recovery work\-shops for more than ten years. Initially, however, the word had to be spread, so the church sent informational packets about the programs to attorneys, therapists, doctors, and other people who deal with people in crisis. These folks then pasLVALsed along the news about the free support groups to their clients.\par \pard\par \pard\nowidctlpar\fi-175\li199\qj\tx175\tx532\b HOW TO ATTRACT ATTENTION TO YOUR CHURCH\par \pard\nowidctlpar\li124\tx204\b0\i by Michael W Michelsen Jr, a freelance writer in Riverside, California\par \pard\tx124\par \pard\nowidctlpar\tx204\i0 Pastor Jeff Elliott of Meadowdale Baptist Church in Lynnwood, Washington, was skeptical at first about doing TV commercials. After he watched a tape from Impact Productions, however, he real\-ized that commercials could fit within the church\rquote s plans for community outreach, so he presented the idea to his congregation.\par As a show of faith, Elliott contributed money to the project from his other job as an electrical engineer. The congregation purchased exclusive rights to broadcast two commercials created by Impact and personalized them for Meadowdale Baptist. Two commercials would run locally for two years and one for four years. The church paid $2,500 for the commercials and spent $3,500 to run them three times a day, seven days a week, for one year on local cable television. Visitors showed up each Sunday after the ads started running.\par Elliott knows that the commercials aren\rquote t a magic bullet. \ldblquote It takes a while for commercials to be out there and attract attention, but we do expect people to come to the church as a result,\rdblquote he says.\par Here are some other ways to publicize your church\rquote s ministry:\par \pard\qj\tx204\par \pard\nowidctlpar\tx204\b 1. Broadcast ministry\par \b0 If you have a sense of mission, a vision to win the lost, and a passion to preach the gospel of Christ, then you have something to say. So broadcast it! To get started on television or radio, you\rquote ll need the following:\par \pard\qj\tx204\par \pard\nowidctlpar\li204\tx198\b\i A team. \b0\i0 Gather a small, select group of people who are committed to the technical side of broadcast ministry. Include experienced sound people who can train volunteeLVALrs.\par \pard\nowidctlpar\fi-260\li204\tx204\tx260\b\i Airtime.\b0 \i0 Broadcasting on network television for one hour on a Sunday morning can cost thou\-sands of dollars. Cable television is much less expensive. It would cost nothing at all, how\-ever, if a church were granted a block of time by a generous TV station. Radio time costs significantly less than television.\par \pard\nowidctlpar\li204\tx198\b\i Legal advice. \b0\i0 Have an attorney or experienced broadcasting person help you negotiate a con\-tract with a radio or TV station. Some stations offer discounts if you offer to pay up front.\par \pard\nowidctlpar\fi-260\li204\tx204\tx260 Another bargaining strategy is to emphasize that a church service will attract a new listener base to the station.\par \b\i Production. \b0\i0 To do a TV program, whether live, taped, or rebroadcast, requires people to op\-erate cameras, watch monitors, do character generation, tape, and edit. Volunteers can be trained to do this, possibly by professionals from your local TV station.\par \pard\nowidctlpar\tx204\tx583 It takes only a few people to prepare a radio broadcast: one to don headphones and moni\-tor sound via a mixing board, and another to tape and edit the program. Get advice from a local TV or radio station engineer regard\-ing what equipment you\rquote ll need, or contact the National Religious Broadcasters for help ({\field{\*\fldinst{HYPERLINK "www.nrb.org"}}{\fldrslt{\ul\cf1 www.nrb.org}}}\f0\fs28 ).\par \pard\nowidctlpar\fi-260\li204\tx204\tx260\b\i Insurance. \b0\i0 Before going on the air, buy insur\-ance that will cover your church against libel and slander. Even good-natured kidding about a local restaurant could get a church in legal trouble.\par \b\i Use a satellator. \b0\i0 If your area doesn\rquote t have a Christian FM radio station, your church may want to consider investing in a satellator, which allows you to uplink programming by satellite twenty-four hours a day. National Christian broadcasting companies permit some churchesLVAL to pick up their signal for a small fee. Check with an engineer at your radio station for an equipment supply catalog. You\rquote ll need to lease a radio tower and obtain an FCC license.\par \pard\tx204\par \pard\nowidctlpar\fi-164\li210\qj\b 2. The Yellow Pages\par \pard\nowidctlpar\tx204\b0 Many people who are looking for \b a church \b0 are new to an area, and one of the first sources of com\-munity information they receive is a local Yellow Pages directory. That is a convenient starting point for finding a church. According to recent statistical information, three-fourths of the people who consult the \ldblquote Churches\rdblquote listing go on to contact or visit a church. Even people who rely on personal recommendations may use the Yellow Pages to find the location and telephone number of a church. When they do, another church ad may attract them. Here are ways to guide those seekers to your ad:\par \pard\tx204\par \pard\nowidctlpar\li181\tx204\b\i Think like a consumer. \b0\i0 Ads that contain the most information are the most effective. \par \b\i Offer a unique strength. \b0\i0 Do you have a new\-comers\rquote program? special events for singles or seniors? evening services? unusual education programs? infant and toddler child care? family counseling?\par \pard\nowidctlpar\fi-164\li198\qj\b\i Try multiple listings.\b0 \i0 Consider advertising under related headings, such as \ldblquote Wedding Facilities.\rdblquote\par \pard\nowidctlpar\li181\tx204\b\i Use an eye-catching design. \b0\i0 Add color on a white background to draw attention. Ask a Yellow Pages representative about design ser\-vices at no extra cost.\par \b\i Ask to see what your ad will look like on the page. \b0\i0 It might look great standing alone, but it could get lost among other ads. \b\i Expand your reach.\b0 \i0 You can expand your Yel\-low Pages reach by subscribing to the Inter\-net\rquote s Super Pages ({\field{\*\fldinst{HYPERLINK "www.superpages.com"}}{\fldrslt{\ul\cf1 www.superpages.com}}}\f0\fs28 ). TheLVAL basic listing is free, or you may choose a fee-based hyperlink listing or display adver\-tisement.\par \pard\tx181\par \pard\nowidctlpar\fi-175\li199\qj\tx175\tx532\b 3. Event-specific publicity\par \pard\nowidctlpar\tx583\b0 With both \b TV \b0 and newspapers, the first person to decide what gets covered is the assignment editor. Then a producer or editor selects the articles that will actually appear. Here are some key steps in getting publicity for special events in your church, such as a concert, musical, or special program:\par \pard\tx204\par \pard\nowidctlpar\fi-164\li198\qj Prepare a master list of dates for contacting the local media. Learn the deadlines for each editor, station manager, or advertising depart\-ment If they require two weeks\rquote notice, they mean it. Contact the assignment editor by name.\par Decide who you want to reach, then aim spe\-cifically for that target audience. Strategize a comprehensive, well-thought-out publicity plan. Besides sending press releases and scheduling advertising, consider setting up a few radio interviews. Don\rquote t forget to\par \pard\nowidctlpar\li198\tx198 include traditional venues such as posting no\-tices on community bulletin boards.\par \pard\qj\tx198\par \pard\nowidctlpar\tx204 If print and broadcast media outlets are good sources of publicity for your event, they also are for every other church, club, and organization in your community. How can you ensure that your release will float to the surface when it lands on the editor\rquote s desk? The following are some ways to get ahead of the pack:\par \pard\qj\tx204\par \pard\nowidctlpar\fi-164\li198\qj If you\rquote re unsure about submission require\-ments, deadlines, or even the style of a particu\-lar publication, call and ask. Ask if e-mail or fax releases are preferred to regular mail. Use a standard format, double-spaced on a white 8\super 1\nosupersub /2-by-1 1-inch church letterhead. Clearly highlight the name and telephone numbers of the church contact person on the LVALtop right corner of the first page. Number each page and leave ample margins for notations by the editor. Most editors (and radio announcers) prefer releases presented in an inverted-pyramid style, with the most im\-portant information first.\par Within the first paragraph, briefly answer the basic five questions: Who? What? Where? When? Why? Who is the sponsor or guest? What is the event? Where, when, and why will it be held? Background information should come last\par \pard\nowidctlpar\li198\tx198 Use simple English, and never submit more than two pages, unless the editor asks you to do so. Media and photo opportunity alerts announcing events you would like reporters to cover should be restricted to one page.\par Keep the release straightforward. Resist the temptation to add unusual fonts, descriptive graphics, or flashy banners.\par \pard\nowidctlpar\fi-164\li198\qj Contact several departments at a newspaper. For example, a month or so before your sched\-uled event, notify the religious editor with pre\-liminary publicity and registration information. Two weeks before the event, send a release (and a ticket for free admission) to the features editor highlighting why nonmembers may be interested in attending. Then, if you think your event merits a photograph, alert the photo edi\-tor about one week prior to the date and invite her or him to send a photographer.\par \pard\nowidctlpar\fi-260\li192\tx260 Welcome the crew on the day of the event (you often won\rquote t know if they are coming until they show up). Reporters and photographers are generally polite, professional, and sensitive to being at a church, especially during a worship service.\par Send a thank-you. Since the media are often criticized for poor or biased coverage, a letter of appreciation really stands out and helps you to establish a relationship.\par Approach local radio stations. Many secular stations offer bulletin boards featuring upcom\-ing community activities, including religious events, especially if they hold interesLVALt for the general listening audience.\par \pard\tx192\par \pard\nowidctlpar\li1700\tx583\b UNSOLICITED PUBLICITY\par \pard\nowidctlpar\fi-164\li210\qj\b0\i by Dan Shomon Jr, principal and owner of Dan Shomon Inc., in Chicago, Illinois\par \pard\tx204\par \pard\nowidctlpar\fi-175\li199\qj\tx175\tx532\i0 If there is a crisis or an emergency involving your church, someone has to issue a courteous, factual statement to the media. Here are some tips for turning a potentially unpleasant encounter with a reporter into a fruitful one:\par \pard\tx204\par \pard\nowidctlpar\fi-260\li192\tx260 Build good working relationships with me\-dia people prior to any crisis or emergency. Invite key media personnel to coffee, lunch, or a church function. Talk to people in your church who have connections with the news media and ask them for advice on dealing with reporters. Do this before you have to answer questions about a problem.\par Have a crisis management plan and a team that will handle media inquiries. Ensure that clear lines of authority are drawn within this team.\par \pard\nowidctlpar\fi-175\li199\qj\tx175\tx532 Understand the press. Instruct your employ\-ees\emdash especially church secretaries\emdash to be sensitive to inquiries from the press. Report\-ers, who work on deadlines, usually need an immediate response. Train your staff to con\-nect them quickly with the designated church spokesperson (who may or may not be the pastor). If the spokesperson is unavailable, a substitute spokesperson should be ready to help reporters do their jobs.\par \pard\nowidctlpar\fi-175\li199\qj If something bad happens at your church and a reporter calls to ask for details, the des\-ignated spokesperson should tell the truth. Explain complicated issues in a simple fashion that can be readily understood by an un\-churched reporter and readers. Don\rquote t dodge the issue. Hedging can damage your credibil\-ity and lead the reporter to think that it might be worthwhile to dig for more negative stories at your place oLVALf worship. A cover-up can also ruin your credibility with your congregation. Don\rquote t say, \ldblquote No comment.\rdblquote If you don\rquote t know the answer or if the issue is too sensitive to discuss publicly, it is better to say something such as, \ldblquote We are looking into what happened\rdblquote or \ldblquote We are gathering information about what happened, and I promise I will call you back.\rdblquote A flat \ldblquote no comment\rdblquote makes the reporter sus\-pect you may be trying to hide something. Some incidents call for special discernment. Pastors who have promised confidentiality to a counselee, for instance, cannot divulge private information that would otherwise be unavail\-able. In such cases, it\rquote s better to say why you can\rquote t provide details for a reporter\rquote s questions. Treat the reporter with respect. Bristling at the media\rquote s intrusion into your world will not gain you any favor. Sometimes a negative story can be turned into a positive one, especially if you can give the reporter a good reason to look for the positive.\par \par CHAPTER 6\par \par STORING DOCUMENTS\par \par IN THIS CHAPTER\par HOW LONG TO KEEP RECORDS 117\par \par \pard\nowidctlpar\tx204\b HOW LONG TO KEEP RECORDS\par \b0\i by Stephen Chawaga, an attorney at Monteverde, McAlee & Hurd in Philadelphia, Pennsylvania\par \i0 Office space is expensive, and few churches have the luxury of extensive storage space. It is better to review documents regularly and pitch those the Church no longer needs. Archive the rest for a set \par amount of time.\par \pard\nowidctlpar\tx198 In general, review papers annually, throwing out or shredding any document you haven\rquote t used in the past six months unless it falls into one of the restricted categories described below. How long should you keep various types of documents? Here are some general guidelines, based on gov\-ernment-agency requirements and general busi\-ness and church practice:\par \i Tax records. \i0 If a churcLVALh runs a business (book\-store, day care) or a school, its tax returns must be kept for at least three years after the return is due. Information about the purchase price of stocks or church property must be kept until the item is sold, since the price will be used to figure the amount of taxable financial gain realized from the sale.\par Employment tax records, such as withholdings, must be kept for at least seven years after the date the tax becomes due or is paid, whichever comes later. Other records, such as employee names, addresses, Social Security numbers, job titles, salaries, the number of hours worked by hourly employees, and payments to annuity, health, or other benefit plans should be kept permanently.\par \pard\nowidctlpar\fi243\tx204\b\i Financial records. \b0\i0 Internal records of your fi\-nances, such as income and expense statements, budget reports, and accounts (payable and receiv\-able) should be kept for seven years so you can track your church\rquote s economic ups and downs, among other things. Canceled checks should be kept for five to seven years in case you need to prove payment to a contractor or supplier. The statute of limitations can in some instances be as long as six years. Keep annual auditor reviews of records permanently.\par \b\i Job advertisements. \b0\i0 The Americans with Dis\-abilities Act, Fair Labor Standards Act, and other federal statutes require employers to retain job ad\-vertisements for at least a year. The church should save one newspaper in which a job listing appears so an investigator could, if necessary, check the text as seen by the public. The Age Discrimination in Employment Act requires that some paperwork for older applicants be maintained for three years. In general, employers come under the authority of these acts if they employ fifteen or more people.\par \b\i Personnel files. \b0\i0 In most cases, an employee has two years to file a claim against a former employer. That\rquote s one reason to hold onto employee records. In addition, fedLVALeral statutes require employers to hold records of promotions, demotions, and other job actions for a year, records of earnings for two years, and payroll records for three years. R\'e9su\-m\'e9s and applications must be kept for a year, as must records of tests used in promoting or termi\-nating employees. The Occupational Safety and Health Act requires records of job-related injuries and illnesses to be stored for five years.\par \b\i Contracts. \b0\i0 Service contracts should be kept for the life of the agreement or six years from the date the contract was signed, whichever is later. You may have as long as six years from the time you entered into the contract to file a grievance.\par \b\i Insurance records. \b0\i0 Copies of your liability insur\-ance policies should be kept permanently, espe\-cially if the policies are written on an occurrence basis. Policies written on an occurrence basis cover the church for any claim or suit brought against it as long as the situation at issue occurred while the policy was in effect. This is true even if\par \pard\nowidctlpar\tx204 the claimant was unaware of any harm at the time and does not sue until years later.\par \pard\nowidctlpar\fi243\tx204 Because of the broad potential for coverage created by this type of policy, insurance compa\-nies are increasingly writing claims-made policies, which require both the situation and the claim to have been made before the policy expires. For other insurance policies, it is sufficient to store only the declarations page, which comes annually around renewal time.\par \b\i Immigration records. \b0\i0 U.S. Citizenship and Im\-migration Services require all employers to obtain proof that their employees are American citizens or have the necessary work permits from the fed\-eral government. You are obliged to keep a copy of this evidence for three years after employment begins or one year after an employee\rquote s termina\-tion, whichever is later.\par \b\i Constitutio\b0 n \b and bylaws. \b0\i0 A copy of all versionLVALs of your incorporation documents and your church\rquote s bylaws should be kept in a permanent file. They can then be referred to easily if your church\rquote s non\-profit status is questioned or a dispute arises.\par \pard\nowidctlpar\fi249\tx204\b\i Property-related\b0 \b documents. \b0\i0 The deeds to your property should be permanently stored in a safe place along with any mortgages. Save any surveys of your property; they can be useful if zoning questions arise or if your church decides to expand its facilities.\par \b\i Birth, marriage, and death\b0 \b records. \b0\i0 Keep a perma\-nent record of these events available for inspection and consultation. If your church has a cemetery, it should keep historical records of its use.\par \pard\nowidctlpar\tx198\b\i Membership information. \b0\i0 You\rquote ll want to keep names, addresses, and phone numbers of mem\-bers as long as they are members, and often lon\-ger. Update this information regularly. Make sure that you promptly record address changes and changes in family makeup. If your membership re\-cords are computerized (and if they are not, they should be), regularly back up your records.\par \b\i Pledge records and gifts\b0 \b to special funds. \b0\i0 Records of gifts and pledges should be maintained perma\-nently, in case there is ever a question as to how much money was given or for what purpose. These records can be saved using church-management software.\par \pard\par CHAPTER 7\par COPYRIGHTS\par \par IN THIS CHAPTER\par COPYRIGHT LAW AND THE CHURCH 119\par \par \pard\nowidctlpar\b COPYRIGHT LAW AND THE CHURCH\par \pard\nowidctlpar\tx204\b0\i by Richard R. Hammar, editor of the \i0 Church Law \i & \i0 Tax Report, \i and John Throop, founder of the \i0 Summit Group\i\par \pard\nowidctlpar\tx198\b\i0 A \b0 church must be concerned about copyright law for at least three reasons:\par \pard\qj\tx1020\par \pard\nowidctlpar\fi-260\li360\b\i 1.\tab Ethics. \b0\i0 A church has an obligation to obey the law. Church leaders mightLVAL never consider steal\-ing office equipment, but stealing is exactly what people do when they duplicate additional copies of a musical work without consent to re\-place those lost by choir members.\par \i 2.\tab\b Penalties. \b0\i0 A church can be liable for $500 to $20,000 for a single copyright infringement and up to $100,000 if it was done deliberately.\par \pard\nowidctlpar\fi-260\li360\tx260\b\i 3.\tab Benefits. \b0\i0 Complying with copyright law helps to ensure a continuous flow of religious music and literature as resources for future church ministry. Copyright law is not intended to make writers, composers, and publishers rich at our expense. Rather, it gives them incentive to pro\-duce new works. Unless they can retain rights to copy, distribute, and perform their works, they will have to earn a living in some other way. Then there won\rquote t be as many new works around, and we will all be the losers.\par \pard\nowidctlpar\tx204 Copyright is the legal protection of intellectual property. A copyright automatically exists once an idea becomes a thing, but most original works are officially copyrighted through the United States Copyright Office of the Library of Congress (1-202-707-3000 or {\field{\*\fldinst{HYPERLINK "www.copyright.gov"}}{\fldrslt{\ul\cf1 www.copyright.gov}}}\f0\fs28 ). This of\-fice copyrights works of literature, music, drama, choreography, photography, graphic design, art\-work, sound and video recordings, and electronic images such as Web site designs, material from an Internet site, and computer software.\par \pard\nowidctlpar\li181\tx204 Copyright compliance is based on this principle:\par \pard\nowidctlpar\tx204\ldblquote When in doubt about copying something, don\rquote t.\rdblquote Don\rquote t duplicate or display materials publicly with\-out the clear understanding that permission has been obtained and fees paid.\par \pard\qj\tx204\par \pard\nowidctlpar\tx204\b Fair Use\par \b0 To safeguard against copyright infringement while not totally restricting the LVAL use of copyrighted material, Congress has said that the use of copyrighted mate\-rial must not violate the principle of \i fair use. \i0 Four factors are considered in determining fair use:\par \pard\qj\tx204\par \pard\nowidctlpar\li204\tx198\b\i Purpose and character of use. \b0\i0 Some leeway is permitted for educational copying of liter\-ary works, provided the practice does not substitute for the purchase of books or other publications.\par \b\i Nature of copyrighted work. \b0\i0 Some works, such as dictionaries and encyclopedias, are made to be copied and quoted.\par \b\i Amount or size of portion copied. \b0\i0 The greater the percentage of the work that is copied, the less likely it is that the reproduction consti\-tutes fair use.\par \b\i Effect on marketability of copyrighted work.\par \pard\nowidctlpar\fi-260\li181\tx260\b0\i0 This factor is not limited to the impact of a single unauthorized use but to the impact of the unauthorized use should it become a wide\-spread practice.\par \pard\tx181\par \pard\nowidctlpar\li1700\tx583\b Specific Violations\par \pard\nowidctlpar\fi-164\li210\qj\b0 When the following things are done without per\-mission or paying applicable royalties, a church violates U.S. copyright law:\par \pard\nowidctlpar\li181\tx204 Duplicating and distributing sheet music or lyrics\par Projecting lyrics on a screen or printing them in the bulletin\par Copying published musical arrangements or writing a new arrangement of a copyrighted piece\par Recording a service and duplicating cassettes for distribution when it contains copyrighted music Showing videos, whether purchased or rented, in church activities\par Making copies of TV or radio broadcasts or printing transcripts of them\par Showing a satellite program to a church group Playing a CD or radio station over the phone system for callers put on hold\par Buying one copy of software with a single-use license and cost, then installing the software at several computer stations in the church office. You need a mLVAL ultiuse license for this.\par Duplicating a Web site design created by an\-other individual or company\par Duplicating graphics (including fonts, photos, logos, or designs) or music from another\rquote s\par Web site. For example, if the local newspaper publishes a beautiful photo of your church at Christmastime, you can\rquote t post that photo to the church\rquote s Web site without getting permission from the newspaper and photographer and\par paying a fee if required.\par \pard\qj\tx181\par \pard\nowidctlpar\tx204\b What Churches Own\par \b0 Considerable confusion surrounds the ownership of work produced by church employees on the job. If a pastor\rquote s sermons and papers (created on church time) are published, the church owns the material unless it specifically assigns rights to the pastor. Similarly, if the music director writes music on church time, the material is the church\rquote s \ldblquote intel\-lectual property,\rdblquote which means that any income from the work belongs to the church.\par \pard\qj\tx204\par \pard\nowidctlpar\tx204\b Guidelines for Compliance\par \b0 To ensure copyright compliance, church leaders should develop policies and distribute a list to its staff\par \par The church can purchase an annual license from Christian Copyright Licensing Interna\-tional ({\field{\*\fldinst{HYPERLINK "www.ccli.com"}}{\fldrslt{\ul\cf1 www.ccli.com}}}\f0\fs28 ). Churches must keep re\-cords of the songs used or performed and file reports with CCLI, which in turn pays royalties to publishers and composers. Such a license permits churches to make tape quantities of up to 15 percent of its church size and to recover up to four dollars per audiotape and twelve dol\-lars per videotape. This license covers most, but not all, songs used in churches today. The church can obtain a blanket license to show videos.\par Employees may not install duplicate copies of software without checking with the church business administrator or systems manager to ensure that the church has a multi LVAL -use license.\par Employees or volunteers may not duplicate materials for public use in any form without clearance from a person designated as the copyright administrator.\par All materials posted on a church\rquote s Web site that are not directly created by church em\-ployees must be reviewed and approved for copyright compliance.\par If a work is more than seventy-five years old. it is in the public domain and is no longer protected by copyright. Copyright law also exempts performances of religious music \lquote in the course of services at a place of religious worship.\rdblquote The choir, musical ensemble, or congregation can \i sing \i0 such music without violating the copyright owner\rquote s exclusive rights.\par \par \pard\cf2\f1\fs29\par } LVALu^5 {\rtf1\ansi\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\nowidctlpar\tx204\lang1033\f0\fs28 CHAPTER 8\par THE EQUIPMENT\par \par IN THIS CHAPTER\par COMPUTERS AND SOFTWARE 123\par FINDING THE RIGHT PHONE SYSTEM 126\par DO YOU NEED A FAX? 128\par DO YOU NEED A SCANNER? 129\par HOW TO CHOOSE A PHOTOCOPIER 130\par OTHER EQUIPMENT TO CONSIDER 130\par OFFICE EQUIPMENT Q&A 131\par \par \b COMPUTERS AND SOFTWARE\par \pard\tx2477\par \pard\nowidctlpar\tx204\b0 Computers help a church simplify such tasks as accounting, check writing, letter writing, sermon preparation, and graphics production. Choosing hardware (equipment) and software (programs) can be tricky, but a strategic plan can lead to sound decisions:\par \pard\nowidctlpar\tx6638\tab\tab\par \pard\nowidctlpar\b\i 1. Identify your needs. \b0\i0 Consider setting up an ongoing computer committee that includes staff members who use computers and church members who are computer professionals. Ask in what ways a computer will help the church. \par \pard\nowidctlpar\tx204 List the answers and prioritize them. They will probably fall into these categories:\par \pard\tx2670\tx6638\par \pard\nowidctlpar\fi-260\tx260 Word processing\emdash letter writing, sermon preparation, memos\par Member information\emdash addresses, phone numbers, birth dates, anniversaries, contri\-butions, and attendance tracking Accounting\emdash general ledger, check writing, payroll\par Graphics production\emdash fliers, bulletins, news\-letters, posters\par Bible-study helps\emdash word searches, sermon illustrations\par \pard\tx2823\par \pard\nowidctlpar\li180\tx583\i 2.\tab\b Find the best software to meet your highest \b0 prior\-\b ity. \b0\i0 If a church identifies its highest priority as best software to meet that need, the question of what kind of computer to buy is more easily answered. The software provideLVAL r can advise as to the grade of computer to buy.\par \pard\qj\tx221\par \pard\nowidctlpar\li209\tx204\b\i 3.\tab Shop for the best computer for your needs. \b0\i0 Con\-sider the church\rquote s budget and needs, as well as these basic guidelines:\par \pard\qj\tx209\par \pard\nowidctlpar\li374\tx204 Buy hardware capable of running the soft\-ware you plan to use, at an adequate speed and with adequate storage capability.\par If you buy the most advanced system avail\-able, you\rquote ll pay a premium price. The mid\-range computer that was top of the line last year is usually a better buy.\par \pard\nowidctlpar\li374\tx198\tx374 Before purchasing a used PC, log on to an electronic bulletin board where thousands of PC users check in daily, and let others know what you are looking for. You could also check with local computer consultants and read local classified ads. Stay current on prices for used machines by reading com\-puter magazines.\par \pard\tx374\par \pard\nowidctlpar\fi-260\li221\tx260 4.\tab\b\i Choose a vendor. \b0\i0 Should you buy from a mail-order catalog, an office-supply store, a discount warehouse, or a specialized vendor? Price should not be the only factor. Here are other considerations:\par \pard\qj\tx221\par \pard\nowidctlpar\li374\tx204 Computer stores and mail-order houses tout low prices, but they seldom price a complete computer system. A monitor, printer; and\par cables inflate the cost.\par If you buy from a mail-order outlet, you will need to know how to assemble everything yourself or have a consultant do it for you. Local computer stores have knowledge and experience and can give personal attention to your needs. Ask to \ldblquote test drive\rdblquote several\par models and bring along an application to try on a floor model.\par Check out service providers that will set up and maintain computers and software.\par No matter where you buy, make sure you can get your computer serviced if something goes wrong. Many mail-order companies offer free, on-site servicLVALe, and some have technical sup\-port with extended hours (sometimes twenty-four hours a day) and toll-free numbers. Call the technical-support line before you buy a\par computer. See how long you have to wait on hold. If you have to leave your number, note how long it takes for a return call.\par \pard\nowidctlpar\tx583 Buy from a company with a proven repu\-tation. Don\rquote t buy from a church member\rquote s brother-in-law who assembles computers in his basement. Don\rquote t buy from wholesale or closeout catalogs or TV home-shopping programs that offer powerful computers at bargain prices. Most of these computers are discontinued or rebuilt models, and few are genuine bargains.\par \pard\qj\tx374\par \pard\nowidctlpar\li209\tx204\b\i 5.\tab Check out training options. \b0\i0 Training staff in how to use the computer is an often-neglected part of a purchase. Here are some options for training:\par \pard\qj\tx209\par \pard\nowidctlpar\li374\tx204 Video training is probably the easiest and least expensive method. Churches can purchase videotaped lessons on how to use the hardware, as well as beginning and ad\-vanced courses on most software packages. Users can take a learn-at-your-own-pace ap\-proach and can review lessons at any time. Community colleges offer beginning com\-puter courses that cover most of the popular office systems and programs.\par Some computer retailers supply courses with the purchase of a system.\par Third-party providers who specialize in on-site training are available in many communities.\par \pard\qj\tx374\par \pard\nowidctlpar\li209\tx204\b\i 6.\tab Check out Internet and intranet connections. \b0\i0 The Internet allows anyone with a computer and a browser (such as Microsoft Explorer) to access the World Wide Web. The Web gives you ac\-cess to local Web pages for neighborhood and community information, national news sources, and Christian content such as online Bibles and Bible studies. Most churches find that they need access to the Internet to stay connected,LVAL to communicate with their members, and even to research sermon topics.\par \pard\nowidctlpar\tx204 Churches might also want to develop an intranet, a network that is used exclusively by the organization that creates and owns it. An intranet can consist of a local network (such as the pastor\rquote s computer linked to the secretary\rquote s computer) or a wide-area network (computers in separate parts of the city or even around the world that are linked together). In each case, the intranet is privacy protected. Individuals outside the organization cannot access infor\-mation stored on the intranet unless you give them a password.\par While the Internet is used for accessing out\-side resources, an intranet gives access to inside resources. The church\rquote s calendar, membership, financial programs, and even office software can be stored on your intranet. If your church doesn\rquote t already have an intranet, you have prob\-ably created one for yourself via \ldblquote sneakernet.\rdblquote If you are passing disks between the pastor and secretary or you print out reports for the finance committee to study at home, you\rquote re do\-ing essentially the same work as an intranet. An intranet allows you to store files and programs in a central location where users can change, add, or delete information. This central reposi\-tory is controlled by passwords and security, so even those with permission can only access pro\-grams and files they are authorized to use.\par Depending on the number of computers you connect to the network, you will want to make sure that the church has a source of assistance in case you need help. A sudden power surge or a virus on your network can disrupt your connec\-tions. When you have problems, you will need a professional to help you troubleshoot. This help may be part of an ongoing contract with the in\-staller. If your intranet is large enough, you may want to consider a full- or part-time staff person to maintain the network.\par Several intranet companies are remLVALoving the hardware headaches from the local church by putting the intranet on the Internet. Instead of maintaining a local network, national compa\-nies such as WebEx will do that for you online. All you need is access to the Internet through a single computer, and WebEx will keep up with all your files and applications.\par \pard\nowidctlpar\fi221\tx204 You can tap into your intranet anytime, from anywhere that you can access the Internet. A secretary can access church software applica\-tions, an online calendar, or a document man\-ager from her house. A pastor can access his e-mail account, contact list, announcements, and other databases from his wireless laptop while at a coffee shop.\par Trinity Baptist Church in Williston, Vermont, uses WebEx. You can log on to Trinity\rquote s site as a guest ({\field{\*\fldinst{HYPERLINK "http://tbcvt.webexone.com"}}{\fldrslt{\ul\cf1 http://tbcvt.webexone.com}}}\f0\fs28 ) to experi\-ence their intranet, or try setting up your own site. It takes just a few minutes to set up your own intranet, and you can try it free for thirty days at {\field{\*\fldinst{HYPERLINK "www.weboffice.com"}}{\fldrslt{\ul\cf1 www.weboffice.com}}}\f0\fs28 .\par An intranet at your church can cost hun\-dreds of dollars per user depending on the soft\-ware, cabling, and supports needed. An online intranet can be as little as $59.95 per month for five users, plus the cost of hardware.\par \pard\qj\tx204\tx425\par \pard\nowidctlpar\fi-260\li2363\tx260\b Intranet Providers\par \pard\nowidctlpar\tx204\b0 Ask your church\rquote s hardware and software ven\-dors to recommend companies that can install and maintain your network. Ask other churches in your community or denomination for reliable and professional vendors they have used, or search the Internet for an intranet provider near you. For online intranet providers consider:\par \pard\qj\tx204\par \pard\nowidctlpar\li204\tx204{\field{\*\fldinst{HYPERLINK "www.intranets.com"}}{\fldrslt{\ul\cf1 www.intranets.com}}}\f0\fs28\par {\fielLVALd{\*\fldinst{HYPERLINK "www.compact2.com"}}{\fldrslt{\ul\cf1 www.compact2.com}}}\f0\fs28\par {\field{\*\fldinst{HYPERLINK "www.hyperoffice"}}{\fldrslt{\ul\cf1 www.hyperoffice}}}\f0\fs28 . corn\par \pard\qj\tx204\par \pard\nowidctlpar\fi-260\li2363\tx260\b Internet Providers\par \pard\nowidctlpar\li204\tx204\b0{\field{\*\fldinst{HYPERLINK "www.earthlink.net"}}{\fldrslt{\ul\cf1 www.earthlink.net}}}\f0\fs28\par {\field{\*\fldinst{HYPERLINK "www.corncast.net"}}{\fldrslt{\ul\cf1 www.corncast.net}}}\f0\fs28\par {\field{\*\fldinst{HYPERLINK "www.juno.com"}}{\fldrslt{\ul\cf1 www.juno.com}}}\f0\fs28\par {\field{\*\fldinst{HYPERLINK "www.isp.com"}}{\fldrslt{\ul\cf1 www.isp.com}}}\f0\fs28\par {\field{\*\fldinst{HYPERLINK "www.netzero.net"}}{\fldrslt{\ul\cf1 www.netzero.net}}}\f0\fs28\par \pard\nowidctlpar\tx204\par Visit {\field{\*\fldinst{HYPERLINK "www.thelist.com"}}{\fldrslt{\ul\cf1 www.thelist.com}}}\f0\fs28 and type in your area code to find a list of local providers. You can also check with your local utilities to see if they offer these services.\par \pard\tx204\par \pard\nowidctlpar\li198\tx204 7.\tab\b\i Select the right software. \b0\i0 Consider these factors when deciding whether or not you need new software:\par \pard\tx198\par \pard\nowidctlpar\li379\tx204 Your old software might do. A trainer can teach your staff shortcuts and program fea\-tures they may have missed during initial training.\par Upgrading will cost less. Call the software company and ask if it has a new version of your program that contains what you need. Ask about self-updating software. You can request changes. Most church software companies continually update their software, often in response to user sugges\-tions. If you need a particular software appli\-cation, write to your company and tell them exactly what you want. If the idea is work\-able, it may be included in the next software package.\par \pard\nowidctlpar\tx379 Custom order programming from your software manufacturer to get the enhance\-ments you needLVAL. Don\rquote t let church members make programming changes to your system. They may interfere with the structure of your programs and make it difficult for your software company to provide support and upgrades.\par Exporting data will increase your op\-tions. If all you need is a different layout of the data already contained in your software, your provider can help you export the data for use in another program. Those layouts can be saved and used again.\par Order add-on products, Many church-management software companies partner with suppliers of mapping software, out\-bound voice-calling systems, school-software programs, and ministry-planning tools. The provider of your software may include soft\-ware that will link your data with the new program, allowing you closer interaction between software packages than you would find by buying it yourself.\par \pard\nowidctlpar\tx198\tx379 Gather strength in numbers. If you meet regularly with other churches using the same software, you might identify similar problems. You could then request changes, buy add-on products, or get additional train\-ing as a group.\par \pard\nowidctlpar\li379\tx204 Buy virus-protection software, and keep it up-to-date.\par If you need help, ask for it. Church-manage\-ment software companies are dependent on good references from their users for future sales. They want to keep you happy. If you aren\rquote t getting enough support, write a letter, call your salesperson, or speak to the presi\-dent of the company.\par \pard\tx379\par \pard\nowidctlpar\tx204\b FINDING THE RIGHT PHONE SYSTEM\par \pard\tx204\par \pard\nowidctlpar\tx204\b0 Before contacting phone companies, ask yourself and others on staff the following questions so that you\rquote ll have an accurate idea of what you want in a phone system. You\rquote ll be less likely to end up with what you don\rquote t need.\par \pard\tx204\par \pard\nowidctlpar\fi205\li198\tx198 How could your phone system work better? What frustrates you about your present system? WhaLVALt do you like about your present system that you wouldn\rquote t want to lose?\par What new features would you enjoy in a phone system?\par How many extensions do you have now? Is that number sufficient?\par Do you plan to add staff or expand the church facility soon?\par Do you have enough phone lines? Are you able to place or receive calls on the first try most of the time?\par \pard\nowidctlpar\fi205\li198\tx204 Do you have or do you plan to get a fax ma\-chine? You don\rquote t need a dedicated phone line for the fax; it can share a regular line from your phone system.\par \pard\tx209\par \pard\nowidctlpar\tx204 Now you\rquote re ready to shop. Check the Yellow Pages (book or Internet) under a heading such as Tele\-phone Equipment and Systems\emdash Dealers. There are three basic kinds of phone vendors:\par \pard\tx204\par \pard\nowidctlpar\li209\tx204 National companies, such as AT&T General Business Systems\par Midsize firms that operate regionally, such as Southwestern Bell\par Independent interconnects (companies li\-censed to sell telephone equipment) and ven\-dors, such as Panasonic\par \pard\tx209\par \pard\nowidctlpar\tx204\b Should You Buy or Lease?\par \b0 There are three reasons to consider leasing:\par \pard\tx204\par \pard\nowidctlpar\li209\tx204\b\i Deferred payments.\b0 \i0 If your church can\rquote t afford to buy a phone system outright, leasing may fit your budget better, since you pay monthly for leasing the system. One caveat is to check whether borrowing money at a low interest rate to buy a system might cost less than the higher payments of a leasing arrangement. \par \b\i Improved maintenance. \b0\i0 Since telephone equip\-ment often carries only a one-year warranty, problems that arise after that period could lead to large, unexpected expenses. If you lease, the leasing company will cover any added maintenance costs. If you\rquote re considering buy\-ing, find out how long the warranty lasts. Ven\-dors that offer a two- or three-year warranty make the purcLVALhasing option more desirable than leasing.\par \pard\nowidctlpar\li209\tx198 Ask about a service contract. For an ad\-ditional fee, some sellers will extend the war\-ranty to match what a lease would cover, thus eliminating further maintenance costs. Com\-pare the cost of buying the equipment with an extended service contract to the cost of leas\-ing the equipment.\par \pard\nowidctlpar\li209\tx204\b\i Quicker upgrades. \b0\i0 Telephone systems don\rquote t change as rapidly as computers, but they do change and become obsolete. Leasing makes\par it easier to stay on the cutting edge of new technology and provides protection against obsolescence.\par \pard\tx209\par \pard\nowidctlpar\tx204\b The System for You\par \b0 Consider these points when searching for the ideal phone system:\par \pard\tx204\par \pard\nowidctlpar\li209\tx204\b\i Features. \b0\i0 Make sure you thoroughly under\-stand what the system can do, and especially how it can benefit your church. For example, a store may need paging capability, but does your church? Can your system be expanded rather than replaced when your phone require\-ments change?\par \pard\nowidctlpar\fi-260\li204\tx260\b\i Installation charges. \b0\i0 Companies should pro\-vide a free installation estimate. Installation can cost 30 to 50 percent of your investment and take an hour or more per phone. \par \b\i Service agreements. \b0\i0 Will the company provide twenty-four-hour service? If so, will there be extra charges? The cost advantage of the lowest-priced system may be offset by inad\-equate or inferior service. Service is a big consideration.\par \pard\nowidctlpar\li209\tx204\b\i Features. \b0\i0 Decide which features you want on the individual phones. Some options:\par \pard\tx209\par \pard\nowidctlpar\li413\tx583 Do not disturb (blocks calls) Caller ID\par Last number redial Preferred line answer (selects incoming ringing line)\par Station speed dial (easy dialing of frequently dialed numbers)\par Conference\par System hold\par Toll restrictLVALion (disallows long-distance calls)\par \pard\tx413\par \pard\nowidctlpar\li209\tx204\i Price. \i0 Before closing the deal, obtain written bids from several companies.\par \pard\tx209\par \pard\nowidctlpar\tx204\b Voice Mail\par \b0 Voice mail is \b a \b0 vital component of your telephone system. Whether you handle voice mail with an answering\par machine, voice-mail service, or com\-puter-based voice mail, consider these tips:\par \pard\qj\tx204\par \pard\nowidctlpar\fi-260\li232\tx260 Sound cheerful and friendly (first impressions are crucial).\par Describe the location and meeting times of your church.\par Change the message often, possibly each day. Provide a number to be called for emergency care.\par Give details about upcoming events at the church.\par \pard\qj\tx232\par \pard\nowidctlpar\tx204 Buying voice-mail services from your local phone company has advantages over an answering ma\-chine: reliable answering service twenty-four hours a day; message forwarding for rerouting calls to a pastor\rquote s home, portable phone, or pager; the ability to remotely access and change your re\-corded greeting from any touch-tone phone; and voice-mail boxes for individuals or groups in the church.\par \pard\nowidctlpar\tx198\tx232 Computer-based voice mail provides all the functions of a sophisticated voice-mail service plus the ability to send prerecorded messages to speci\-fied groups. Features include: up to 99 mailboxes for incoming messages; up to 999 groups for out\-going messages; ability to set date, time, and range of hours for sending outgoing messages; ability to record each call made; number of successful and unsuccessful attempts; and recipients\rquote responses.\par \pard\qj\tx232\par \pard\nowidctlpar\fi-260\li232\tx260\b\i Advantage: \b0\i0 Computer voice mail works par\-ticularly well for outreach ministries since most church computers are not being used on evenings and weekends when people can be reached at home.\par \pard\nowidctlpar\li232\tx204\b\i Disadvantage: \b0\LVALi0 Since this is a more complicated system than regular voice mail or an answer\-ing machine, the possibility for operating er\-rors is higher. You\rquote ll need ten megabytes of free disk space on your computer to operate the system.\par \pard\par \pard\nowidctlpar\li1700\tx583\b DO YOU NEED A FAX?\par \pard\nowidctlpar\fi-164\li210\qj\b0\i by Jennifer Schuchmann, a freelance writer in Marietta, Georgia\par \pard\qj\tx204\par \pard\nowidctlpar\tx204\i0 The lowly fax machine may seem like an outdated piece of office equipment compared to high-tech wonders such as a computer, an internal network, or a multifunction high-speed copier, but the fax machine is still an important part of a church of\-fice. According to a recent survey by \i Your Church \i0 magazine, 98 percent of large churches own a fax machine, making it second only to the telephone as a communications device. Here are some rea\-sons why churches need fax machines:\par \pard\qj\tx204\par \pard\nowidctlpar\fi-175\li232\qj\tx175\tx232\tx532\b\i 1.\tab They are quick problem solvers. \b0\i0 Increased use of e-mail has reduced the number of faxes sent and received by churches, but it hasn\rquote t elimi\-nated the need for a fax machine. Churches send faxes for a variety of reasons, including communicating with missionaries, transmitting time-sensitive documents, and reviewing proofs from the printer before a project goes to press. A weekly bulletin printed by an outside printer might require several faxes between the printer and the church staff to discuss additions, correc\-tions, and changes. Churches are occasionally asked to fax baptismal certificates to establish age or identity for benefits.\par \pard\nowidctlpar\fi255\tx204\tx232 Fax machines can also resolve problems quickly. At one church, an online software error reported a member\rquote s donation as $26,000 instead of $560. Administrators caught the error and had the member fax a copy of his credit-card state\-ment. The church then faxed the information to its credit-carLVALd company and issued a credit, re\-solving the issue in minutes instead of days.\par Since sensitive information is sometimes sent and received through your fax machine, have a written policy stating who has access to confiden\-tial documents. You may want to consider using passwords and only allowing certain people to distribute incoming faxes. You might also keep the fax machine locked in a separate room.\par \pard\nowidctlpar\li232\tx204\i 2.\tab\b Cost savings.\b0 \i0 It will cost you at least thirty-nine\par \pard\nowidctlpar\qj\tx204 cents plus an envelope and preparation time to mail five typed pages across the country. With a good long-distance telephone plan, you can fax those same five pages for less money, with the added benefit of getting them there immediately.\par \pard\nowidctlpar\fi215\tx204 Second Baptist Church in LaGrange, Illinois, doesn\rquote t have a full-time staff person. However, the secretary and the pastor both have fax ma\-chines at home, and a third fax in the church office is often used by members. Faxes enable communication among volunteers.\par \pard\nowidctlpar\tx204\b\i 3.\tab Personal options. \b0\i0 If your church is small, you might consider an all-in-one machine that combines a fax, copier, printer, and scanner. All-in-one machines start around two hundred dollars. Instead of buying print cartridges for three different machines, you just buy one set (ink-jet refills are around thirty dollars). You also save space by using one machine rather than four. This machine can be connected to your standard phone line, which will automati\-cally recognize incoming faxes so you won\rquote t need a separate line for the fax.\par Larger churches may want a dedicated fax line and a high-speed laser fax that will hold hundreds of sheets of paper so that it won\rquote t have to be refilled as often. These machines start around two hundred dollars and can go up to five hundred dollars or more. Toner cartridges begin at thirty dollars and can be as high as one hundred dollLVALars.\par If you already have a computer, your church may want to consider fax software that will en\-able you to receive faxes on your computer. Au\-tomatically faxing documents that you create on your computer from your desktop is as easy as sending them to a printer. Remember that you will still need a way to send documents that are not created on your computer. A scanner can be used for this purpose.\par \pard\tx181\par \pard\nowidctlpar\tx198 Regardless of whether you use a traditional fax machine or a combination of software and a scan\-ner, your church needs a tool for sending and re\-ceiving faxes.\par \pard\nowidctlpar\fi-260\li360\tx181\tx260 To fax or not to fax is not the question. You need to consider the \i best way \i0 for your church to fax.\par \pard\nowidctlpar\fi-260\li2363\tx181\tx260\par \pard\nowidctlpar\li277\tx204\b DO YOU NEED A SCANNER?\par \pard\nowidctlpar\li215\tx198\b0\par \par \pard\nowidctlpar\fi-260\tx215\tx260 A scanner allows you to turn clip art, drawings, photographs, articles, illustrations, and logos\emdash or virtually any image\emdash into graphics files in your computer\rquote s memory. You can save a file, edit it, and print it in a variety of ways. Although some word processors come with clip art, most of the art doesn\rquote t relate to ministry. Most churches also have specific logos or other artwork they would like to use in print, and scanners are needed for this.\par \pard\nowidctlpar\tx583 You can scan often-used clip art into a directory so that you can call up the images by name when needed. Scanners are also useful for digitizing and saving old typewritten sermon manuscripts and newspaper or maga\-zine articles.\par A scanner can help you turn your computer into a fax machine. You can scan a document, save it to your computer, and then use a fax/modem board to send the document as a fax.\par Here are some purchasing options:\par \pard\tx2636\tx2834\par \pard\nowidctlpar\fi-164\li210\qj\i\bullet\tab\b Handheld scanners.\b0 \i0 These looLVALk like small electronic vacuum cleaner nozzles. It\rquote s important to move the scanner smoothly across the image, so using one takes a little practice.\par \pard\tx2636\tx2834\par \pard\nowidctlpar\fi-164\li210\qj\i\bullet\tab\b Flatbed scanners\b0 \i0 look like small photocopiers. The document is placed on a glass plate, scanned, and saved to the computer.\par \pard\tx2636\tx2834\par \pard\nowidctlpar\fi-164\li210\qj\i\bullet\tab\b Roll-through or sheet scanners\b0 \i0 operate like fax machines. You feed the document into the machine, where it is scanned.\par \pard\tx2636\tx2834\par \pard\nowidctlpar\fi-175\li68\qj\tx175\tx532\b TRY IT OUT\par \pard\nowidctlpar\fi-260\li80\tx260\b0 Visit your local computer store and ask to see how scanners work. Then test them with the following:\par \pard\tx2636\par \pard\nowidctlpar\fi-164\li210\qj\bullet\tab Take a commonly used image and an article with you and ask for a demonstration.\par \pard\tx2636\tx2834\par \pard\nowidctlpar\fi-164\li210\qj\bullet\tab Try both a handheld scanner and a flatbed or roll-through model.\par \pard\tx2636\tx2834\par \pard\nowidctlpar\fi-164\li210\qj\bullet\tab Experiment with editing the scanned image.\par \bullet\tab Watch to see how the article is scanned on a flatbed or roIl-through scanner, and check how accurately the text is translated by software.\par \pard\tx2636\tx2834\par \pard\nowidctlpar\fi-164\li210\qj\bullet\tab Print out the image and text to check its quality.\par \pard\tx2636\tx2834\par \pard\nowidctlpar\fi-164\li210\qj\bullet\tab Have the image scanned onto a disk. Take it back to your office to see how it prints on your system. Experiment with inserting it into the kinds of documents you commonly produce.\par \pard\nowidctlpar\li215\tx198\par \pard\tqc\tx4161\tqr\tx8328 Keep in mind that scanners require a lot of computer memory and benefit from a fast computer. Copyright law applies to everything you scan (see article on copyrights on page 119).\par \pard\nowidctlpar\fi-260\li2363\tx1LVAL81\tx260\par \pard\nowidctlpar\li215\tx198\par \pard\nowidctlpar\li1700\tx583\b HOW TO CHOOSE A PHOTOCOPIER\par \pard\tx204\par \pard\nowidctlpar\tx198\b0 You should consider these factors when choosing a photocopier:\par \pard\nowidctlpar\li181\tx204\b\i Usage. \b0\i0 Low-end units handle 5,000 to 15,000 copies per month, while others turn out more than 200,000. Once you determine your cur\-rent usage, add 25 to 50 percent and you won\rquote t be far off.\par \b\i Special features. \b0\i0 Consider automatic paper selection, automatic two-sided copying, collat\-ing and stapling, enlarging and reducing, and using paper sizes up to 11-by-17.\par \b\i Color copying. \b0\i0 Basic models allow you to add color accents to black-and-white originals, while advanced copiers reproduce four- or five-color copies from slides, photos, and other multicolor originals.\par \b\i Service. \b0\i0 Carefully analyze warranties and ser\-vice contracts.\par \i Lease \b or buy? \b0\i0 Invite proposals from three com\-panies on both options.\par \b\i Used equipment. \b0\i0 Be wary. Used copiers can cost more in down time and repairs than you initially save.\par \pard\tx181\par \pard\nowidctlpar\tx204 You might also consider a high-volume, high\-speed duplicating machine. After a hefty initial price, these duplicators can make copies three times as fast and for one-sixth to one-fourth the cost of a photocopier, provided that you\rquote re making at least twenty-five copies per page. An average church will recoup the cost of the machine within the first year.\par \pard\nowidctlpar\fi260\tx204 A duplicator can be connected to your com\-puter for quick, easy printing. Because duplicators run on an ink-based system rather than toner, and there is no heat produced, there is less mainte\-nance. However, you may not get some important features, such as sorting, collating, and folding, in a duplicator.\par \pard\nowidctlpar\li215\tx198\par \pard\nowidctlpar\fi-164\li221\qj\b OTHER EQUIPMENT TO CONSIDER\par \pard\tx221\LVALpar \pard\nowidctlpar\fi205\tx204\b0 There are other items your office staff may find helpful for day-to-day functions:\par \pard\nowidctlpar\li221\tx221\b\i A postage meter, \b0\i0 while convenient, costs so much up front that money may outweigh convenience unless you have large mailings. A meter must be maintained and usually requires a service contract. A labeling ma\-chine and computer software that adds a postal bar code to addresses may be a better investment. That can save significant cost in postage.\par \pard\tx221\par \pard\nowidctlpar\li221\tx221\b\i\bullet\tab A paper shredder. \b0\i0 This indispensable piece of equipment is for disposing of sensitive records that are no longer needed.\par \pard\tx221\par \pard\nowidctlpar\li221\tx221\b\i\bullet\tab Typewriter. \b0\i0 Despite all the latest technology, sometimes a typewriter is handy for quickly typing a label or envelope or for filling in a form. Make sure that you can purchase the proper ribbon.\par \pard\tx221\par \pard\nowidctlpar\li221\tx221\b\i\bullet\tab file cabinets. \b0\i0 These are vital, but don\rquote t have so many that you never have to cull and dis\-pose of unneeded files.\par \pard\nowidctlpar\li215\tx198\par \pard\nowidctlpar\tx204\b OFFICE EQUIPMENT Q & A\par \pard\qj\tx204\par \pard\nowidctlpar\tx198\i Our receptionist is on the phone eight hours a day. How can we ease the difficulty of that work?\par \pard\nowidctlpar\tx204\b0\i0 Invest in a quality headset. It will free a worker\rquote s hands for typing so that calls requiring informa\-tion checking can be handled more quickly. Most importantly, workers with headsets report higher morale, lower fatigue levels, and fewer phone-re\-lated physical complaints. Look for features such as long cords (or no cords), quick disconnect, noise-canceling microphones, adjustable earpieces that fit over the top of the ear, and, of course, com\-patibility with existing phone equipment.\par \pard\qj\tx204\par \pard\nowidctlpar\tx198\b\i What gets\b0 \b priority\emdash LVALphone calls, e-mail, or snail mail?\par \pard\nowidctlpar\tx204\b0\i0 Traditional mail really doesn\rquote t compete with e-mail or voice mail because snail mail usually arrives later in the day, several days after e-mail or voice mail. Generally, e-mail is answered first, then voice mail, then snail mail.\par \pard\qj\tx204\par \pard\nowidctlpar\tx198\b\i How do you decide who \b0 has \b access to what\par information?\par \pard\nowidctlpar\tx204\b0\i0 Such policies should be in the church bylaws. For instance, in most denominations, a church mem\-ber has a legal right to access information about the church\rquote s spending and staff salaries, but not other members\rquote giving records. A church is not obligated to give an attending nonmember or for\-mer member access to church records.\par \pard\qj\tx204\par \pard\nowidctlpar\tx198\b\i Which has more potential to reach people who are not currently attending my church: a Web site or TV commercials?\par \pard\nowidctlpar\tx204\b0\i0 People who are specifically looking for a church are more likely to search the Web, but in general, television has more potential to build a local com\-munity presence. A Web site tends to be more in\-ternational and TV more local.\par \pard\qj\tx204\par \pard\nowidctlpar\tx198\b\i What\rquote s\b0 \b the best way to avoid a computer crash?\par \pard\nowidctlpar\tx204\b0\i0 An unstable electrical supply and user error are the most frequent causes of computer crashes, so take preventive steps. If your computer is a stand-alone unit or a network workstation, use a high-quality surge protector. These come in many shapes and sizes and vary in effectiveness.\par \pard\nowidctlpar\fi260\tx204 If you run a network of computers, the file server (the computer that serves connected work\-stations) should have an uninterruptible power supply (UPS). A good UPS offers maximum elec\-trical protection.\par The safest method for preventing lost data due to a system crash is to back up your data. Stand\-alone computer dataLVAL should be backed up regu\-larly onto disks. Churches with networks should back up data on a daily basis, using a tape backup system that can perform its task unattended dur\-ing off hours.\par \pard\qj\tx260\par \pard\nowidctlpar\tx198\b\i Should we buy a computer service\b0 \b contract or\par extended warranty?\par \pard\nowidctlpar\tx204\b0\i0 For some kinds of products, service warran\-ties make good sense. Automobiles have many mechanical parts subject to wear and eventual breakdown due to friction and heat. Electronic devices are not typically subject to such wear. Computer systems are mostly electronic, so a problem will most likely show up while the system is still under warranty.\par \pard\nowidctlpar\fi260\tx204 A computer salesperson may extol a service contract since there is money to be made in ex\-tended warranties. You may be wise, however to decline the offer.\par \pard\par \par \cf2\f1\fs29\par } LVALu^5{\rtf1\ansi\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\lang1033\f0\fs28 CL 135-156\par PART 3\par CHANGE AND CONFLICT\par STEPS TOWARD CHANGE\par \par IN THIS CHAPTER \par LEADING PEOPLE THROUGH CHANGE 135\par THE PROCESS OF CHANGE 137\par MAKING GOOD DECISIONS 138\par FOUR LEVELS OF CHANGE 138\par \par \pard\nowidctlpar\tx204\b LEADING PEOPLE THROUGH CHANGE\par \b0\i by Lee Eclov, senior pastor of Village Church in\par Lincolnshire, Illinois\par \pard\nowidctlpar\qj\tx204\i0 Leading a congregation through change can give a pastor an identity crisis. \ldblquote Be a leader!\rdblquote the books and seminars tell us. \ldblquote Set forth the vision, and take God\rquote s people in the direction they need to go.\rdblquote\par \pard\nowidctlpar\fi226\qj\tx226 We know that the shepherd needs to lead the sheep, but times of change also create special chal\-lenges for a pastor when it comes to the care and feeding of people. \cf1\b How ready will church mem\-bers be to listen to a sermon or welcome the coun\-sel and prayer of a pastor who has led the charge for a change they despise?\cf0\b0 How can a pastor be an effective leader without relinquishing the trust of members who oppose the new direction?\par Leading a congregation through change is a delicate balancing act, and if we are to succeed, we must make the spiritual health of the congre\-gation\emdash not the change we are pursuing\emdash our highest priority as the church passes through this time.\par \pard\nowidctlpar\qj\tx204\b Architect or Gardener\par \b0 Many pastors enjoy being architects of change. We study the challenges and design a strategy for a new building, a change of worship style, or a new staffing direction. We define a vision and work with other leaders to outline a step-by-step process of setting forth the vision, winning support, and\par \pard\nowidctlpar\tx204LVAL effectively carrying out the plan. Like architects, we speak of foundations, structures, designs, and completion dates as we \ldblquote build\rdblquote the changes we\rquote ve designed.\par Guiding a church through change may be more the work of a gardener than an architect, however. Gardeners think in terms of soil chemistry, plant\-ing, watering, and waiting for God\rquote s rain and sun\-shine. Gardeners are conscious of the health of the plants, not just the size of the farm.\par When the time comes to take a church through change, a pastor must be sensitive not only to the planned change but also to the spiritual conditions for that change. Significant spiritual challenges face a church in a time of change. A wise pastor sees this as an opportunity to assess the spiritual strengths and weaknesses of the church and to guide people into greater maturity in the green\-house of accelerated change.\par Sometimes it is only when a brother faces up\-heaval in his life that we see where he is strong and/or weak in his faith. The same is true of the whole church. The upheaval of change shows what we\rquote re made of. We may be startled to see a greater godliness and faith in ourselves than we imagined, or dismayed to see far more immatu\-rity than we had supposed. In times of change, God is up to more than meets the eye. He is bringing about the change itself, and he\rquote s also revealing the hidden spiritual condition of the church. As pastors, we must remember that our goal is not simply to engineer a change, but to help our church remain healthy through a rigorous growing season.\par \pard\qj\tx238\par \pard\nowidctlpar\qj\tx204\cf1\b Coach and Trainer\par \pard\nowidctlpar\tx204\cf0\b0 The pastor is much like a\b \b0 coach for the church. We call upon the experience, training, and collective wisdom of this coach to set a great goal before the church and then lead people through the sea\-son until the goal is reached. \cf1\b The coach thinks in terms of conditioning, training, team spirit,LVAL  and winning.\par \cf0\b0 The pastor is also a trainer\cf1\b . The trainer for a football team watches the game with completely different eyes than anyone else. His attention is not on the scoreboard but on the subtle signals of injury in a player\emdash the limp, the hard hit, the windedness.\par \cf0\b0 Our first task as trainers is to teach fellow leaders how to observe the health of the con\-gregation as we go through strenuous change. We must show these trainers how to watch for telltale signs of exhaustion or injury. If we don\rquote t, our leaders will be like coaches who care noth\-ing for the health of their players as long as their team wins. How much better it is to oversee the congregation for subtle tensions, plodding weari\-ness, confusion, and selfishness. Teach leaders the sympathy of the trainer to offset the impatience of the coach.\par Articles on pastoral leadership say that we will inevitably alienate and lose some people in times of change. Perhaps that is true, but sometimes those losses are greater than necessary because the pastor was all coach and not a trainer. We can\-not say to God\rquote s people, \ldblquote Either play or leave.\rdblquote\par Leaders may envision how wonderful the end result of their plans will be for the church and for God\rquote s Kingdom, but all that some people will see is the loss of something they have treasured (such as the building where they were married, the songs they love to sing, or a program in which they\rquote ve invested heavily). People aren\rquote t just being cantankerous. Sometimes they\rquote re grieving or try\-ing to work out how it could possibly be God\rquote s will to lay aside something (or someone) that has meant so much in their spiritual growth.\par These are great times to teach God\rquote s people how to pray well through change\emdash discerning God\rquote s direction, testing our motives, loving each other in the various ways we react, and building faith as we see God do more than we asked or imagined. This is a tLVAL!ime to build congregational trust in lead\-ers who deal patiently and lovingly with those who resist change or take counsel from more cautious members or bear criticism with grace.\par It is a fallacy to think any church that goes through change will become stronger. There are many sad stories of churches that faltered because the church had strong visionaries but few physi\-cians of souls.\par \par \b A Checkup for Change\par \b0 As you go through a time of change, have a health\- \i and-wellness checklist for your leaders to use each \i0 time they meet. You might begin with these:\par \pard\qj\tx204\par \pard\nowidctlpar\qj Are we praying faithfully, asking the Lord to re\-veal spiritual diseases and injuries that might spread in the congregation during this time of change?\par \pard\nowidctlpar\tx204 Are we as leaders pursuing \ldblquote peace ... and holi\-ness\rdblquote during this time (Hebrews 12:14)? Are we avoiding anyone\rquote s gripes or hurt because we\rquote d rather not face those issues? Do we need to ad\-dress a brooding conflict between people?\par \pard What are the main concerns of those who are not enthusiastic about the change we\rquote re going through? Have we talked with them? Have we prayed about these concerns, in case the Lord shares this point of view?\par \pard\nowidctlpar\tx204 Where is the Holy Spirit moving in our congre\-gation this month? Is there anything more we should do to guide people? How shall we com\-mend the congregation for evidences of grace and faith?\par \pard\nowidctlpar\fi227\li192\qj\tx226 Where do we see sin or Satan gaining the upper hand? Is a failure to pursue peace and holiness blocking God\rquote s grace, or is a poisonous attitude taking root among us (Hebrews 12:14-15)? How should we address this?\par \pard\qj\tx192\par \pard\nowidctlpar\qj\tx204\b THE PROCESS OF CHANGE\par \b0\i by Leith Anderson, senior pastor of Wooddale Church, Eden Prairie, Minnesota\par \pard\qj\tx204\par \pard\nowidctlpar\tx204\i0 Planned changes should LVAL"come through a multiple-step process. I recognize five stages:\par \pard\qj\tx204\par \pard\nowidctlpar\fi-192\li192\qj\tx192\b\i 1.\tab Define the issue. \b0\i0 What is the problem? What is the real issue? Can it be summarized in a single sentence? Does everyone agree on what the is\-sue is? Defining the issue may be hard work. Writing it down takes discipline, and working for agreement takes time; but without definition and agreement, a good decision is unlikely, and successful implementation may be impossible.\par \par \pard\nowidctlpar\fi-204\li204\qj\tx204\i 2. \b Get the facts\b0 . \i0 Assemble the facts in order to be as objective as possible. It is rarely possible to guarantee 100 percent accuracy\emdash it takes too long to gather that much data, and some infor\-mation is just not available. Like the members of a jury, we must learn to make our best deci\-sion \ldblquote beyond a reasonable doubt.\rdblquote\i\par \pard\nowidctlpar\fi192\qj\tx204\i0 Usually the fact-finding step begins with a list of research assignments. Doing those as\-signments often leads to a longer list because we discover how little we knew at the start. This step continues until enough data has been gath\-ered to support a comfortable decision with a good possibility of success.\par \pard\nowidctlpar\fi-187\li187\qj\tx187\b\i 3.\tab Consider the alternatives. \b0\i0 Through the process of defining the issue and getting the facts, alternatives naturally appear.\par \pard\nowidctlpar\qj Typically, new alternatives trigger new research, and new re\-search triggers new alternatives. While prayer for wisdom and divine direction is necessary all along the way, it is crucial at this stage. The alternatives should be tested against standards of Scripture, principles of morality, require\-ments of the organization, cost, and collected data.\par \pard\nowidctlpar\fi227\li192\qj\tx226\b\i 4. Make the decision. \b0\i0 Despite everyone\rquote s eager\-ness to reach this point, deciding can be very difficult. Who should deciLVAL#de?\par \pard\nowidctlpar\fi192\qj\tx204 The majority, since we operate democratically? God, since we operate theocratically?\par \pard\nowidctlpar\tx204 The people who did the research, since they know best?\par The people who will implement the decision, since they are responsible?\par Those most affected by the decision, since they have the most to gain or lose?\par \pard\nowidctlpar\fi192\qj\tx204 It is far better to choose those who pray fer\-vently, think clearly, work hard, and make wise decisions. The body should give authority to the persons most likely to make good decisions that will be accepted by the organization.\par \pard\nowidctlpar\li181\qj\tx204\b\i 5.\tab Do it! \b0\i0 Implementation is the final, critical step. Recognize that some people will not own a\par \pard\nowidctlpar\li181\qj\tx181 decision until they actually participate in it, so there should be minimum delay between de\-ciding on a change and implementing it. Don\rquote t wait for everyone to agree.\par \par \pard\nowidctlpar\li215\tx204\b FOUR LEVELS OF CHANGE\par \pard\tx215\par \pard\nowidctlpar\tx204\b0 When you propose a new program or shut down an outdated ministry, you\rquote re asking people to change on four different levels: mind, heart, life\-style, and culture. Each level of change requires a different kind of response.\par \pard\nowidctlpar\fi249\qj\tx204\b\i To change minds, offer information. \b0\i0 Facts that support a change should be gathered and shared. Facts are more persuasive than opinions, but facts alone won\rquote t bring about change. They can precipitate conflict because not everyone will agree on what needs to be done or be ready to do it.\par \b\i To change attitude, offer relationship. \b0\i0 When conflict begins, the natural tendency is to react against it and gather counter-information. At this level, however, the problem is more emotional than intellectual. A leader\rquote s role is to intensify relationships, not to oppose people who are struggling. This role is difficult becLVAL$ause emotional reactions against change are often directed personally against the leader. Stay close and express understanding. Help people through the fear, loss, and grief that inevitably accompany change.\par \b\i To change lifestyle, offer experience. \b0\i0 Leaders should offer people experiences similar to those that have helped bring about their own changes. Reading books, visiting other churches that have successfully made changes, or visiting those who have been involved in a change process may be relevant experiences. Explore and experiment with small changes that have a high likelihood of success in order to build good experiences and become comfortable with desired changes.\par \b\i To change culture, offer commitment. \b0\i0 Com\-mitment is the cumulative result of good informa\-tion, intensified relationships, and exploratory experiences. A leader may push too quickly for commitment, then believe it has been won by a majority vote or approval of a new plan. Cultures change slowly and with difficulty, as the individu\-als who make up the culture change their minds, attitudes, and lifestyles.\par \pard\nowidctlpar\fi227\qj\tx226\i\emdash Sam Williams\par \pard\qj\tx181\i0\par \pard\nowidctlpar\fi-192\li169\qj\b MAKING GOOD DECISIONS\par \pard\nowidctlpar\fi-204\li158\qj\tx204\b0\i by Gordon MacDonald, editor-at-large of \i0 Leader\-ship \i and chairman of World Relief\par \pard\qj\tx204\par \pard\nowidctlpar\fi-187\li175\qj\i0 Here are some suggestions for making good deci\-sions about change:\par \pard\nowidctlpar\fi221\qj\tx221\b\i Start on your knees. \b0\i0 When I was most bewil\-dered about which approach my church should take toward a proposed change, an older man told me, \ldblquote There is a way for you and your church, but don\rquote t let anyone get between you and God as you seek out what it is.\rdblquote Today, that advice is more important than ever. We have many ministry strat\-egies, techniques, resources, and talent\emdash wonder\-ful resources that can also be bLVAL%ewildering and potentially dangerous. It takes a person on his knees to find the substance.\par \b\i Value the habitual over the novel. \b0\i0 Be faithful to the routines of life and ministry before trying sup\-posedly world-changing approaches that can se\-duce young, ambitious spirits. Do the right thing before you attempt to do the big thing. These rou\-tines are the bread and butter of congregational life: being dependable, seeking excellence, caring for the hurting, being loyal to a biblical lifestyle, exalting Christ, and developing people.\par \pard\nowidctlpar\fi181\qj\tx181\b\i Learn your history. \b0\i0 Christian tradition provides ballast to ministry in periods of cultural turbu\-lence and change, since history teaches that most things\emdash the possibilities and the potholes\emdash have been tried before. Talk to older pastors or church leaders about the history of your church to see if there are markers you should be aware of. Make it your practice to read church history or the biogra\-phies of past believers for the broad-stroke issues of the past that inform the present.\par \pard\nowidctlpar\tx204\b\i Find models of inspiration. \b0\i0 Over the years, I have discovered that the God of all truth has salted creation with insights. For example, Matthew Ar\-nold\rquote s great ode to his father, \ldblquote Rugby Chapel,\rdblquote is a great commentary on leadership that refuses to \ldblquote dumb down\rdblquote and be like anyone else:\par \pard\tx238\par \pard\nowidctlpar\li238\tx204\i If in the paths of this world,\par Stones may have wounded thy feet,\par Toil and dejection have wounded thy spirit,\par Of that we saw nothing.\par To us thou was cheerful, helpful, and firm.\par \par \pard\nowidctlpar\fi192\tx204\b Ground it in Scripture. \b0\i0 Joseph, Isaiah, Ezra, Ne\-hemiah, John the Baptizer, and Paul show us how to persevere, how to rebound from failure, how to handle defeat, and how to remain focused on the mission God has given us. One wonders if they would roll theiLVAL&r eyes if they saw all the brochures arriving at the church, inviting leaders to some exotic place to acquire new ministry knowledge. They would probably understand the ambivalence of a person who says, \ldblquote All this stuff is good, but somewhere along the line I\rquote ve got to stay at home and do it.\par \par CHAPTER 2\par ANTICIPATING CONFLICT\par \par IN THIS CHAPTER\par \par THE COST OF CHANGE 141\par CREATIVITY IN CHANGE 142\par WHY CONGREGATIONS RESIST GROWTH 143\par HELPING PEOPLE CHANGE 143\par SEEING GOD IN RESISTANCE TO CHANGE 144\par HARD DECISIONS 145\par \par \pard\nowidctlpar\tx204\b THE COST OF CHANGE\par \b0\i by D. Stuart Briscoe, pastor emeritus of Elmbrook Church in Waukesha, Wisconsin\par \pard\tx2381\par \pard\nowidctlpar\tx204\i0 Wise planners consider all possible consequences of an action. Here are some questions to ask be\-fore initiating a new program:\b\par \pard\nowidctlpar\fi227\tx226\i Will this fit our primary mission? \b0\i0 I came to Elmbrook Church fresh from ministry to countercultural youth in Europe. Shortly after my arrival, I discovered that one hundred young people most of whom had dropped out of organized religion, were meeting at the home of one of our members. When I met these young people, I learned that they did not feel welcome at church. I persuaded them to come to worship one Sunday morning.\par \pard\nowidctlpar When they showed up in blue jeans and T-shirts, the congregation reacted with consternation. Many parents were concerned with keeping their teenagers separate from the negative influences of these newcomers.\par \pard\nowidctlpar\fi-204\li158\tx204 My vision was to build a church that bridged the gaps between these disparate groups. How could we reconcile the two? This conflict could have been costly, but I was willing to pay the costs in potential lost members and credibility to reach the alienated youth who were central to our out\-reach mission at Elmbrook. We eventually created a special Sunday-school class to brinLVAL'g adults and countercultural adolescents together. The class studied the book of James under the direction of\par \pard\nowidctlpar\tx204 two teachers, one older and one younger. This was an immediate success.\par \b\i Will the turmoil this causes be outweighed by the ministry advantages? \b0\i0 Change almost inevita\-bly creates turmoil. Some pastors care little about the havoc that changes bring, but it is always wise to count the costs and do all you can to mini\-mize the upheaval. Many years ago, as Elmbrook Church grew rapidly, we sensed the need to cre\-ate small groups. People said they couldn\rquote t give another weekday evening in addition to our tradi\-tional prayer meeting on Wednesday. We looked at how many people were coming on Wednesday nights and decided to substitute small groups for the prayer service. Some people who had never attended the Wednesday evening service said, \ldblquote We\rquote ve always had a Wednesday evening service\rdblquote and vowed to leave the church. Our groups have prospered despite the naysayers, and six new churches have been born.\par \b\i Whom are we choosing to lose? \b0\i0 With every change, we face the possibility that we will lose some current church members or people who might join in the future. When our church broad\-ened the range of our worship music, we implicitly chose to lose those adamantly committed to tradi\-tional organ music and hymns. That few actually left is a credit to their grace and to the quality of our music ministry. Losses can be minimized by prayer, careful communication, and patience, but ultimately\emdash especially during major changes\emdash consider the losses you are likely to incur.\par \pard\qj\tx238\par \pard\nowidctlpar\qj\tx204\b CREATIVITY IN CHANGE\par \pard\nowidctlpar\fi227\qj\tx226\b0\i by Ed Young, pastor of Fellowship Church in Grapevine, Texas\par \pard\qj\tx204\par \pard\nowidctlpar\tx204\i0 Tension makes tight muscles, mind jams, and body aches. You can become so constricted that you are immobilizLVAL(ed. Even with creative tension, tightening up can prevent us from achieving our purpose. We\rquote ve identified at least three creative struggles that come in the midst of change. Here\rquote s\par how to stay vibrant and healthy while wrestling with these creative tensions:\par \b\i Creative Tension 1: excellence vs. expense. \b0\i0 One common belief is that creativity requires spend\-ing more money. That\rquote s a fallacy. In today\rquote s tech\-nology-crazed world, it\rquote s tempting to keep buying the hottest equipment. We must ask ourselves whether a purchase helps us reach people more effectively or if it is just a cool toy for our team to play with. You don\rquote t have to buy high-end gear to be cutting-edge. You may have to spend some money for technology, but you can be creative without spending a lot.\par \b\i Creative Tension 2: spontaneity vs. structure.\par \cf1\i0 Striving for creative excellence can lead to one of two extremes. The keep-it-real crowd tries hard to be spontaneous, unstructured, and free flowing. Under the umbrella of authenticity, they can forget that hard work and strategic planning are critical for creative communication. Passion and authentic\-ity are important, but we should be guiding people on a journey that will take them somewhere. It re\-quires effort to simply and effectively communicate the complexities of the Bible so that people are ulti\-mately and irrevocably changed by that truth.\par \pard\nowidctlpar\fi249\qj\tx204 Other folks tend to overscript every area of the service. They are so regimented and production crazed that they don\rquote t allow spontaneity or free\-dom. Even audience applause is timed into the service script. The danger is that while the per\-formance and production aspects are\cf0\b0 \cf1\b down pat, the passion for people can decrease.\par \cf0\b0 To connect with people, find the sweet spot that connects passion, personality, and performance. Plan what you want to say, how you are going to say it, and where you want to lLVAL)ead your audience. Then be flexible enough to make changes if what you\rquote re doing isn\rquote t working.\par \pard\nowidctlpar\tx204\b\i Creative Tension 3: consistency vs. change. \b0\i0 Criti\-cism inevitably surfaces in response to creativity. It\rquote s especially hard to lead creatively when innova\-tions offend the founders, charter members, or those who came to Christ years ago, but if you cower from criticism, you will never move forward in creative ways.\par \pard\cf1\b Creativity produces tension.\cf0\b0 Don\rquote t let that deter\par \pard\nowidctlpar\qj\tx204 you from creatively communicating the Word of God. Commitment to the great commission de\-mands great creativity.\par \pard\qj\tx204\par \pard\nowidctlpar\tx204\b WHY CONGREGATIONS RESIST GROWTH\par \b0\i by Lyle E. Schaller, a church-growth expert\par and author of numerous books on the subject\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\i0 Most long-term church members find it more comfortable to attend a church that has reached a plateau or even gradually declined in numbers than to participate in a fast-growing congregation. Some of the reasons they cite for doing so include the following:\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\b\i Stability. \b0\i0 People who have many other areas of their lives complicated by unwanted change find comfort in a congregation that is stable and predictable. Consider adults who have had their marriages end in divorce, have been disappointed by their adult children, have lost a job, or have had to change their residence. Where can they find stability? For many, the most promising possibility is church. \par \b\i Continuity. \b0\i0 There is continuity in familiar faces, traditions, customs, and denominational events in a church that stays about the same size or is declining slightly in membership. Conversely, rapid numerical growth often brings unfamiliar faces, a trampling of local customs, remodel\-ing or expansion of familiar spaces, erosion of denominational tiesLVAL*, new worship practices, and a new crowd of strangers who move into policy-making positions.\par \b\i Giving cycles. \b0\i0 Rapidly growing congregations typically show a two-year lag between a rise in membership or attendance and giving. Contri\-butions usually match the financial needs of\par two years earlier. In the numerically shrinking congregation, that lag disappears. Frequently, the decline in dollar receipts lags about two\par years behind the decline in average worship attendance, partly because long-term members may attend less frequently. A combination of guilt, loyalty, habit, and stewardship may \cf1 moti\-vate\cf0 continued giving.\par \pard\nowidctlpar\fi227\qj\tx226\b\i Complexity.\b0 \i0 Almost invariably, growth is ac\-companied by an increase in the level of com\-plexity in a congregation. Most people prefer simplicity. Life in a numerically shrinking congregation is usually less complex than in a rapidly growing church.\par \pard\nowidctlpar\li204\qj\tx204\b\i Neglect.\b0 \i0 Since an increase in staff frequently lags behind an increase in membership, this often causes longtime members to feel ne\-glected. Gradual numerical decline is one way to offset this perception. \par \b\i Commitment. \b0\i0 High commitment tends to be more common in churches that are growing numerically, whereas churches that are shrink\-ing numerically drift toward the low-commit\-ment or low-expectation end of that spectrum. A decrease in the level of expectation for mem\-bers can raise the comfort level.\par \pard\tx204\par \pard\nowidctlpar\qj\tx204\b HELPING PEOPLE CHANGE\par \pard\nowidctlpar\fi-192\li169\qj\tx204\b0\i by Kevin Ruffcorn, pastor of Desert Streams Church in Surprise, Arizona\par \pard\tx204\par \pard\nowidctlpar\qj\tx204\i0 It seemed perfectly logical to me to offer a second contemporary service at our Lutheran church. I couldn\rquote t understand why critics weren\rquote t respond\-ing well to this decision until I visited one dis\-tressed woman.\par \pard\nowidctlpar\fLVAL+i-204\qj\tx204\ldblquote It doesn\rquote t feel Lutheran,\rdblquote she moaned.\par It took a while, but finally I heard the word \i feel. \i0 She was right. Our contemporary service didn\rquote t feel Lutheran. I put away my flip charts, dry erase markers, and interactive videos. Instead of attempting to prove I was right, I tuned in to the pain and confusion that many of my flock were feeling.\par Their emotions were similar to those encoun\-tered during illness, broken relationships, and job loss. On some level, they had lost something, and they feared losing more. As their pastor, I could\par \pard\nowidctlpar\tx204 walk with them through their struggle and share the good news of God\rquote s love and presence even in a time of change.\par \pard\nowidctlpar\fi215\tx204 Here are a few foundational principles for helping a congregation that is feeling the pain of change. These practices enable us to grow person\-ally and professionally as we nurture our flock.\par \pard\qj\tx215\par \pard\nowidctlpar\li175\qj\tx204\b\i 1.\tab Speak the language of\b0 \b emotion. \b0\i0 Many pastors are tempted to view the language of emotion as infe\-rior to rational speech. That\rquote s as counterproduc\-tive as addressing emotional pain with logic.\par \pard\nowidctlpar\fi227\li215\qj\tx226 It is not effective to spice conversation with a few feely phrases such as \ldblquote I feel your pain.\rdblquote The language of emotion is a foreign language for many of us. We may never become fluent in it, but we must at least become conversant. We learn it as we grow in the awareness of our own feelings, develop sensitivity to the emo\-tions of others, and struggle to express those emotions.\par The amazing thing about the language of emotion is that it goes beyond words. Its vo\-cabulary includes presence, touch, and body language. A hand squeeze can say, \ldblquote I under\-stand\rdblquote or \ldblquote I\rquote m here for you\rdblquote more effectively than spoken words.\par Another key to establishing a LVAL,loving pas\-toral presence is offering public prayers of blessing and thanksgiving for everyone in the congregation, even those who are agitated over change. This is a no-brainer, but in the emotion\-ally charged environment of change, it is often forgotten.\par \pard\nowidctlpar\li215\qj\tx204\b\i 2.\tab Stay calm. \b0\i0 When faced with angry challenges, look for what is feeding the anger. Sometimes pain has become intense or fear can\rquote t find ap\-propriate expression.\par \pard\nowidctlpar\fi227\li215\qj\tx226 When the roaring begins, it\rquote s tempting to limit our contact with people that we feel are dangerous. We either put a fence around them in an effort to control them, or we develop a convenient excuse for avoiding them. Neither works. Fences increase anxiety, and broken, distant relationships are classic symptoms of a sick congregation.\par \pard\nowidctlpar\li215\qj\tx204\b\i 3.\tab Don\rquote t fake it. \b0\i0 If we are anxious, it is best to ad\-mit it. It doesn\rquote t necessarily mean that we are headed in the wrong direction. More likely, it simply affirms that pastors are human and are struggling with doubts like the rest of the people in a congregation. Being non-anxious is not about the pastor\rquote s strength but about the pastor\rquote s faith. It\rquote s about actions that are based on faith, not fear.\par \pard\nowidctlpar\fi227\li215\qj\tx226 Along with our confession, we can point to the great non-anxious presence of God. After all, we place our faith and hope in God, not in pas\-tors, visions, or congregational health. God will create a believing heart in us when we act in faith, and affirmation follows action.\par This truth should he affirmed frequently in a changing congregation. Change brings hyper\-sensitivity, hurt feelings, and anger. Because of this, it is necessary for emotional awareness, honesty, and forgiveness to be abundant in a congregation going through transition.\par \pard\qj\tx215\tx430\par \pard\nowidctlpar\qj\tx204\b SEEING GOD IN RESISTLVAL-ANCE TO CHANGE\par \pard\nowidctlpar\fi-192\li169\qj\tx204\b0\i by Wayne Schmidt, pastor of Kentwood Community\par Church in Kentwood, Michigan\par \pard\qj\tx204\par \pard\nowidctlpar\tx204\i0 If there is no resistance, there is no change; we\rquote ve simply gotten around to doing what others were already expecting. In the words of my mentor, Dick Zalack, \cf1\b\ldblquote People prefer the painful known to the uncertain better.\rdblquote\cf0\b0 Casting a vision involves that \ldblquote uncertain better,\rdblquote which simultaneously stretches faith and invites resistance. There are four stages to most transitions:\par \pard\qj\tx204\par \pard\nowidctlpar\fi-204\li215\qj\tx215\b Denial.\b0 This is holding on to the illusion that nothing will change and that the pressure to do so will go away.\par \b Resistance.\b0 Resistance is more painful than denial. It interrupts sleep, makes us angry, and tempts us to withdraw. Some people\par \pard\nowidctlpar\fi-192\li232\qj retreat from resistance into denial. Many churches and leaders bounce back and forth between these two states.\par \b Exploration\b0 of options for the future.\par \b Commitment\b0 to pursue change.\par \pard\qj\tx232\par \pard\nowidctlpar\fi-204\li158\qj\tx204 If resistance is simply a time of transition, give people time and encouragement to get through it. The resistance will subside if it\rquote s just a phase, but sometimes resistance is sent from God. Understanding why everyone is anxious and no one is doing what you had hoped for takes discernment. With time and prayer, trace the resistance to its source. Some likely reasons for resistance include the following:\par \pard\nowidctlpar\fi-187\li175\qj\b\i It\rquote s a signal from God. \b0\i0 When circumstances beyond a leader\rquote s control force change, ask if God is at work in the resistance. If the congre\-gation sees an alternative direction and most everyone agrees, pray about it and prepare to change direction.\par \pard\nowidctlpar\fi221\qj\tx221\b\i It\LVAL.rquote s\b0 \b a call for humility. \b0\i0 This source of resistance merits special attention because it is so preva\-lent. God resists the proud (see James 4:6), but pride may be subtly disguised as feeling left out or unappreciated. Those with the greatest investment in the old way of doing things are often the most resistant to new ways.\par \pard\nowidctlpar\fi-187\li175\qj\b\i It reveals the need for personal change. \b0\i0 Re\-cently we made some changes in our staff structure. Some of our difficulty was not a reflection of our organizational chart but of deficits in my leadership skill. Realigning our staff led to a list of skill-development areas for me. If self-protection is fueling your resistance, consider that \cf1\b resistance is strongest when external uncertainty confronts internal insecu\-rity.\cf0\b0 Make the necessary changes.\par \pard\nowidctlpar\tx204\b\i It is a sign of spiritual warfare\b0 . \i0 Some people mis\-takenly view resistance to their ideas as an en\-emy attack and over-spiritualize the dynamics of change. Others downplay the reality that a God-given vision will result in spiritual opposition. The truth lies somewhere in between. Two sig\-nals of spiritual warfare are circumstances be\-yond our control and disunity. If spiritual warfare is suspected, pray. Persistent prayer will dispel fear and amplify the faith of the congregation. \par \b\i It indicates a need for balance. \b0\i0 The impact of a change on one segment of the congregation may be clear, while the impact on another is overlooked. Balance may appear to be about age, interests, taste, or tenure, but legitimate balance issues are about ministry.\par \pard\nowidctlpar\qj\tx204\cf1\b Resistance is often related to spiritual gifts.\cf0\b0 Our church board has leaders with various gifts, but the gift of leadership is most predominant, and a direction rising from this gift often sets our course. Sometimes a few people on our board resist. They are the people who have the gift of mercy. We\rquote re learniLVAL/ng that the best response to them is to ask, \ldblquote What can we learn from your gift of mercy that will make the vision clearer or the process kinder?\rdblquote\par \pard\nowidctlpar\fi198\qj\tx198\tx226 Test whether the opposition arises from people who have a common spiritual gift. If bal\-ance is the issue, you\rquote ll find that the change was prompted by leaders with a different (even op\-posite) gift.\par \pard\par \pard\nowidctlpar\tx204\b HARD DECISIONS\par \b0 After establishing a new vision statement, First Church called a new pastor. The church began to thrive. Charles Johnson, the new pastor, was a visionary leader with a track record of leading healthy churches. Within six months of his arrival, church attendance had grown from 125 to 180. Steve Phillips, the board chairman who had waited patiently for change to occur in the church, was delighted that Pastor Johnson had come to the church, and Steve met with him regularly to discuss their shared vision for the future.\par \pard\nowidctlpar\qj\tx204 After a few meetings, the two became convinced that three things had to change for the church to have the resources needed to reach its potential. The church secretary, an older woman with long tenure, needed to step down; the part-time youth pastor needed to step down; and an ineffective ministry needed to be terminated. The pastor and board chairman began making plans to address these problems.\par \pard\tx221\par \pard\nowidctlpar\fi227\qj\tx226\b\i What Would You Do?\par \pard\tx204\par \pard\nowidctlpar\li182\qj\tx204 What are the potentially explosive issues facing these leaders?\par \pard\tx181\par \pard\nowidctlpar\li182\qj\tx204 How would you create a process to implement the necessary changes?\par \pard\tx181\par \pard\nowidctlpar\fi227\qj\tx226 What Happened\par \pard\nowidctlpar\tx204\b0\i0 Chairman Phillips and Pastor Johnson gathered the church leaders and reminded them of their new vision to reach the lost through the ministry of the church. Pastor Johnson poinLVAL$ted out the discrepancies between what the church was currently doing and what was needed to accomplish the vision. The church leaders agreed that they would stand together in making the necessary changes.\par \pard\nowidctlpar\qj\tx204 Pastor Johnson then met with a lawyer to discuss the legal ramifications of letting people go. He arranged meetings with key people in the church to discuss the plans, while keeping some things confidential.\par He then met separately with all the people involved\emdash the secretary, the youth pastor, and the leaders of the ministry to be terminated\emdash to tell them of the decision. All were told how this decision was related to the new vision of the church. Pastor Johnson then implemented a plan to honor those let go for their long-term service to Jesus Christ and the church.\par The result was minimal flak over the changes and more rapid growth in evangelism and Sunday attendance.\par \i\emdash Paul Borden\par \pard\i0\par \cf2\f1\fs29\par } LVALu^51{\rtf1\ansi\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\lang1033\f0\fs28 CHAPTER 3\par COPING WITH CONFLICT\par \par IN THIS CHAPTER\par REACTIONS TO CONFLICT 147\par BUILDING COMMUNITY IN CONTROVERSY 148\par WHEN PEOPLE\rquote S NEEDS CHANGE 149\par HOW TO REBUKE WITH COMPASSION 150\par E-MAIL CONFRONTATION 151\par THE FOUR SPIRITS OF A CHURCH FIGHT 151\par CONTROLLING EMOTIONS DURING CONFLICT 153\par ARE YOU CREATING CONFLICT? 154\par KEEPING CONFLICT HEALTHY 156\par \par \pard\nowidctlpar\tx204\b REACTIONS TO CONFLICT\par \b0\i By Ronald S. Kraybill, professor of conflict studies ct Eastern Mennonite University, Harrisonburg, Virginia\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\i0 Conflict between people, especially in a church, is disconcerting. People tend to react to such fight\-\i ing \i0 in four ways:\par \pard\qj\tx204\par \pard\nowidctlpar\li182\qj\tx181\b\i 1. Over-spiritualizing. \b0\i0 A Christian leader pulled me aside after an intense effort to resolve a long-festering church feud. \ldblquote I suppose all this em\-phasis on getting things out in the open isn\rquote t all that bad,\rdblquote he commented, \ldblquote but I really don\rquote t think that will do us any good. What this church needs isn\rquote t dialogue; we need to get down on our knees and pray, confess our sins, and get our hearts right with God. That\rquote ll take care of our conflicts!\rdblquote\par \pard\nowidctlpar\li182\qj\tx204\b\i 2 Denying. \b0\i0 Tension had paralyzed the elders in one congregation for months. They stopped com\-municating with each other and instead talked to other members about their frustration. When we called a meeting for elders to communicate directly with each other, the elder most distin\-guished for sullen withdrawal reacted with denial. \ldblquote I don\rquote t intend to say much,\rdblquote she stated archlyLVAL2. \ldblquote I\rquote m here because I was asked to come. But I\rquote ve given all this over to God. I don\rquote t have problems with anyone here, and I don\rquote t understand why ev\-eryone keeps fussing and complaining.\rdblquote\par \pard\nowidctlpar\li221\tx204\b\i 3.\tab Frivializing. \b0\i0\ldblquote Why\b\i \b0\i0 can\rquote t people be a little more mature?\rdblquote moaned a congregational chairperson about a recent church tiff. \ldblquote People are starving in our world, and we are surrounded with lost souls, yet here we sit, tearing each other up over ridiculous details. Why do we waste time over these petty objections?\rdblquote\par 4.\tab\b\i Guilt-tripping. \b0\i0\ldblquote I feel like I\rquote m a failure as a pas\-tor when there\rquote s disharmony in the church,\rdblquote confided a distraught minister. \ldblquote Maybe I\rquote m not exercising appropriate leadership.\rdblquote\par \pard\nowidctlpar\tx204 People who respond to conflict in the above ways share the common assumption that conflict is primarily negative and destructive. While the wounds of disagreement and fighting are many and are undeniably real, these postures assume the worst of others. Each approach blocks com\-munication and escalates feelings of desperation, misunderstanding, and anger.\par \pard\nowidctlpar\qj\tx221 The question is not \i whether \i0 we disagree with proposed changes but \i how \i0 we disagree. If we rightly understand Scripture, church history, and human experience, we need not say, \ldblquote Oh, no, here we go again!\rdblquote We should have the courage to say, \ldblquote What is God saying to us this time?\rdblquote\par \pard\qj\tx221\par \pard\nowidctlpar\fi227\qj\tx226\b BUILDING COMMUNITY IN CONTROVERSY\par \pard\nowidctlpar\qj\tx204\b0\i An interview with Bill Hybels, pastor of Willow\par \i0 Creek Community Church in South Barrington, Illinois\i\par \pard\qj\tx204\par \pard\nowidctlpar\fi-192\li169\qj\b Given the assortment of people and ministries at Willow Creek, how LVAL3does the church stay united? \cf1 Unity \i0 isn\rquote t the word we use to describe relation\-ships at Willow Creek. The popular concept of unity is a fantasyland where disagreements never surface and contrary opinions are never forcefully stated. We expect disagreement, so instead of \i unity, \i0 we use the word \i community. \i0 The mark of commu\-nity\emdash true biblical unity\emdash is not the absence of con\-flict but the presence of a reconciling spirit.\par \cf0\i How do you teach people to fight fair?\par \pard\nowidctlpar\tx204\b0\i0 First, we acknowledge that conflict is inevitable. Then we take the next step and say, \ldblquote When your nose does get bent out of joint\emdash not \i if \i0 but \i when\emdash \i0 you have a biblical responsibility to take the high road of conflict resolution.\rdblquote That means going di\-rectly to the person with whom you\rquote re having this conflict rather than building a guerrilla team to later ambush this person.\par \pard\nowidctlpar\qj\tx221 We also teach a kind of reverse accountability. In staff meetings or in front of the congregation, we say, \ldblquote If someone whose nose is bent out of joint comes to you for a \lquote Won\rquote t you join my cause?\rquote conversation, you have a biblical responsibility to interrupt mid-sentence and say, \lquote I think you\rquote re talking to the wrong person. Please go to the indi\-vidual with whom you\rquote re having this conflict and seek to resolve it in a God-glorifying way.\rdblquote\par \pard\qj\tx221\par \pard\nowidctlpar\fi-192\li169\qj\b By expecting people to fight, and teaching them how, have you created more conflict in the church?\i\par \pard\nowidctlpar\tx204\b0\i0 Yes. But most of it stays above ground. \cf1\b Conflict that goes\cf0\b0 underground poisons the soil and even\-tually hurts everyone. We would rather have con\-flict within community than a mask of unity.\par \pard\qj\tx204\par \pard\nowidctlpar\fi-192\li169\qj\b\i What are the issues for which leaders at Willow LVAL4Creek will go to the wall?\par \pard\nowidctlpar\tx204\b0\i0 First, we will not tolerate biblical infidelity, a dis\-counting of the clear teachings of Christ.\par \pard\nowidctlpar\qj\tx221 Second, we insist on living out the teachings of Christ. We\rquote ll not only defend the inerrancy and authority of Scripture, but also the indisputable im\-portance of applying biblical teaching to our daily lives in practical ways.\par Third, we expect lay and staff leaders at our church to be on board with the basic vision of Wil\-low Creek.\par Finally, verbal self-control or discipline is non\-negotiable. In confrontation, our verbal self-control too often goes out the window. People make \i always \i0 and \i never \i0 statements. They exaggerate the truth or get careless with facts. Volume levels increase. Then we wonder why we\rquote re unsuccessful in find\-ing resolution.\par \par \pard\nowidctlpar\tx2585\tx6990\b\i Are certain types of people more prone to create conflict? \b0\i0 Yes, people who are emotionally unhealthy. In contrast, healthy people are less likely to internalize differences of opinion or to assume the worst. For that reason, we are committed to placing healthy people in key leadership roles, on both staff and lay levels.\par \par \b\i How can you be sure that you\rquote re looking at a healthy person?\b0\i0\par \par You can\rquote t be 100 percent sure, but a person who has never wrestled with how his upbringing im\-pacts his adult relationships is in for a barrel of conflict. In our interviewing process, we often ask, \ldblquote Were you raised in a perfect family?\rdblquote Most often, of course, the answer is no. Then we probe deeper:\par \ldblquote How did your parents let you down? Have you worked through that?\rdblquote\par People on the journey toward health generally can answer yes to two important questions: Will you admit that you have baggage from your past?\par Will you do honest work on it so it doesn\rquote t distort your relationships and work around here?\LVAL5par \par \pard\nowidctlpar\qj\tx204\b\i How does an unhealthy person create unneces\-sary conflict?\par \pard\nowidctlpar\tx204\b0\i0 Often an unhealthy person will say yes when he should say no. We look for people who, when asked to do additional work, have the emotional health to say, \ldblquote I\rquote m swamped right now. I won\rquote t be able to get that assignment done by the due date. Can we discuss how the assignment can get done another way?\rdblquote\par Another tip-off is when a person cannot subject himself or herself to loving, constructive evalua\-tion. If people are terrified of the evaluation pro\-cess or hostile to it, there\rquote s usually an underlying issue that needs to be explored and understood.\par \pard\qj\tx221\par \pard\nowidctlpar\qj\tx204\b\i What\b0 \b are some standard precautions for head\-ing off unnecessary conflict?\par \pard\nowidctlpar\tx204\b0\i0 Around Willow Creek we talk about having \ldblquote check\-ins.\rdblquote If we sense tension with someone, we say, \ldblquote I just need to check in with you. Is everything OK between us?\rdblquote Once a month, we also have a question-and-answer time with the staff, and we have regular talk-back sessions with those who work in the sub-ministries. The more interactive we are, the more we preempt serious conflict be\-cause we get people talking before conflict goes underground.\par \pard\nowidctlpar\qj\tx221\par \pard\nowidctlpar\tx204\b PEOPLE\rquote S NEEDS CHANGE\par \pard\nowidctlpar\qj\tx204\b0 Michael Barker, pastor of Eastside Church, could see that Ted was uncomfortable with what he was about to say. \lquote I\rquote m grateful for this church,\rdblquote Ted finally said. \ldblquote If you hadn\rquote t targeted unchurched people like me and my family, we would never have come to Christ.\rdblquote\par \pard\nowidctlpar\fi227\qj\tx226\i Where is this conversation headed? \i0 Michael wondered. Since Ted and Sally started attending church four years before and made a commitment to follow Christ, TeLVAL6d had become an integral part of the church. He had grown quickly as a young believer and had just been appointed to serve on the church council.\par \ldblquote The problem is that Sally and I have different needs now than we did when we started out as seekers,\rdblquote\par \pard\nowidctlpar\qj Ted said. \ldblquote With our church\rquote s strong focus on unbelievers, we\rquote re just not getting fed anymore. So we\rquote re thinking of attending Springfield Bible Chapel.\rdblquote\par \pard\nowidctlpar\fi227\qj\tx226 Michael\rquote s first thought was to defend himself and Eastside Church. He could not imagine how the church could abandon its central purpose, which was to bring God\rquote s timeless truths to the culture in relevant, life-changing ways.\par \pard\tx2840\par \pard\nowidctlpar\qj\tx204\b\i What Would You Do?\par \pard\tx2862\par \pard\nowidctlpar\qj\tx204 What are the normal defense mechanisms that kick In when someone questions your church style or phi\-losophy of ministry?\par \pard\tx3055\par \pard\nowidctlpar\qj\tx204 How can you determine whether Ted\rquote s leaving signals a weakness (a lack in a certain area) or a strength\par (a focused and clear objective) in the church?\par \pard\tx3055\par \pard\nowidctlpar\qj\tx204 If you were Ted, what would you want to hear from Michael?\par \pard\tx3055\par \pard\nowidctlpar\qj\tx204 What Happened\par \b0\i0 Ted and Sally didn\rquote t stay at Eastside Church; they had already made up their minds to leave by the time Ted talked to Michael.\par \pard\nowidctlpar\fi227\qj\tx226 Their comments and actions, however, combined with similar comments from other sources, sparked animated discussions among the staff and governing council of Eastside Church. The ministry team began to reconsider the church\rquote s purpose statement.\par In the end, the leaders decided to keep their purpose statement and reinforce Eastside\rquote s unique mission and call. They did, however, adjust church programs to include more sensitivity to LVAL7believers\rquote needs. The staff expanded their ministries to keep pace with the growth of new converts, offering more advanced discipleship courses. They also adjusted Sunday messages to include applications for both believers and unbelievers.\par \pard\nowidctlpar\tx9422\i\emdash Richard Doebler\par \pard\nowidctlpar\qj\tx221\i0\par \pard\nowidctlpar\qj\tx204\b HOW TO REBUKE WITH COMPASSION\par \pard\nowidctlpar\fi227\li96\qj\tx226\b0\i by Gordon MacDonald, editor-at-large of \i0 Leader\-ship \i and chairman of World Relief\par \pard\qj\tx96\par \pard\nowidctlpar\tx204\i0 A majority of pastors are \ldblquote feelers,\rdblquote meaning that the feelings, dignity, and approval of people rank high in their decision-making process. Since I am by nature a feeler, rebuking someone has always been difficult for me. I would rather be rebuked than to rebuke. I struggle with whether my judg\-ment of a person\rquote s actions or attitudes is correct because I tend to see many sides to every story. I fear the possible loss of a relationship. I do not like to wound people.\par Before you rebuke someone, consider the follow\-ing guidelines:\par \pard\qj\tx204\par \pard\nowidctlpar\li221\qj\tx204 1.\tab Do everything possible to make sure a rebuke cannot be misunderstood.\par 2.\tab Never rebuke someone when your anger is hot.\par 3.\tab Don\rquote t rebuke in writing or by phone, only face-to-face (and, if necessary, with a witness).\par 4.\tab Don\rquote t destroy the other person\rquote s dignity.\par 5.\tab Make sure you have the whole story.\par 6.\tab Make sure you are clear about your own mo\-tives and purposes.\par 7.\tab Make sure that you identify the implications of the behavior.\par 8.\tab Provide an opportunity for the person to ac\-knowledge wrong and make a new start.\par \pard\qj\tx221\par \pard\nowidctlpar\tx204 A single man in our congregation was behaving inappropriately toward women. He was badgering some women with unwanted phone calls. His con\-versations were reportedly LVAL8marked with sexual suggestiveness. The situation required rebuke, and if that was not effective, discipline. I asked the man to meet with me.\par \ldblquote I have been made aware that a number of women in our congregation are offended\emdash some quite angered\emdash by things you have been doing,\rdblquote I said. \ldblquote Let me be specific. You have raised inap\-propriate sexual subjects in conversation. Women have reported that you have phoned them in a manner that they consider harassment. I can give specific examples if you feel you need them.\rdblquote\par The man cautiously admitted that there was substantial truth to the reports.\par I went on. \ldblquote I want you to listen carefully so there is no misunderstanding between us. I have thought about this for several days. I have asked God to give me wisdom, and I want to speak in Christian love and respect to you. I also want you to know that I am responsible for the spiritual lead\-ership of this congregation.\par \ldblquote Your behavior has been unacceptable accord\-ing to Scripture and according to the covenantal life of this church. People have been hurt, and you have lost your credibility in their eyes. Christian men do not hit on women. They treat them with respect and honor. If you do not understand how to do this, I will be happy to team you up with a man who can provide instruction for you.\par \pard\nowidctlpar\fi232\tx204\ldblquote If there is one more instance of inappropriate behavior of this kind, I will immediately bring your name before the board of elders and ask them to put you under discipline. Have I made myself clear?\rdblquote\par The man assured me that he understood. I con\-cluded our meeting with prayer, acknowledging God\rquote s presence in the conversation. He later took me up on my offer to connect him with a mature man who could provide guidance that he clearly had not received from other sources. I never re\-ceived another adverse report about him.\par \pard\nowidctlpar\qj\tx221\par \pard\nowidctlpaLVAL9r\qj\tx204\b THE FOUR SPIRITS OF A CHURCH FIGHT\par \pard\nowidctlpar\qj\tx221\b0\par \pard\nowidctlpar\fi227\qj\tx226\i by Mark Buchanan, pastor of New Life\par Community Baptist Church in Duncan,\par British Columbia\par \pard\nowidctlpar\qj\tx221\i0\par \pard\nowidctlpar\tx204 Why are Christians so fractious? From the first disciples on, we\rquote ve had wars and rumors of wars in the church. The house of prayer has become a bazaar for bone pickers and ax grinders. Paul warned the church, \ldblquote If you keep on biting and devouring each other, watch out or you will be de\-stroyed by each other\rdblquote (Galatians 5:15). Cultivate four disciplines during a time of fighting in the church:\par \pard\nowidctlpar\fi232\tx204\b\i 1. A spirit of heartbreak.\b0 \i0 Even when the cause is noble, conflict can swiftly descend into pettiness and spite. I\rquote m not immune. Conflict makes me ir\-ritable and anxious. I might turn the other cheek, but usually with clenched teeth. \cf1\b I can worry a bruise into a hemorrhage\cf0\b0 . I have acted in cow\-ardice here, belligerence there. I\rquote ve been wishy-washy one moment, rash and churlish the next.\par \pard\nowidctlpar\tx204 The only antidote is to open myself to genuine grief. I need to taste God\rquote s heartbreak, to know his sorrow over the tragedy of his children fight\-ing one another. Paul tells us that bitterness, rage, anger, brawling, slander\emdash all our incivility toward one another\emdash grieves the Holy Spirit. It breaks God\rquote s heart. I try to let it break mine, too. Reconciliation begins when we grieve with the One who grieves.\par \pard\nowidctlpar\fi232\tx204 2. \b\i A spirit of joy. \b0\i0 I live by the ocean, and I of\-ten walk the rocky coast, exploring its intricate tidal pools. These teem with life\emdash scuttling crabs and slinking snails, spiny urchins, and skittering flatfish\emdash but one of the prettiest and most exotic creatures is the sea anemone, a flowerlike polyp with a brilliant garland of tentaLVAL:cles waving atop its thick white stem. The rule with anemones is to look, but don\rquote t touch. Anemones are highly sensi\-tive and will tighten into a fist at the merest brush with anything hard.\par \pard\nowidctlpar\tx221\par \pard\nowidctlpar\tx204 Joy also wilts when hard things touch it. A brawl\-ing church is a joyless one. Even so, just after Paul has instructed the Philippians to help resolve a cat-fight between two leading women in the church, he tells them to \ldblquote rejoice in the Lord always. I will say it again: Rejoice!\rdblquote (Philippians 4:2-4). Rejoicing is integral to the ministry of reconciliation.\par This counsel seems frivolous. Think how an\-noying it is when in the midst of grim and tense matters, someone cracks a joke. Laughter at such moments grates. Doesn\rquote t rejoicing trivialize the gravity of the situation? But maybe the situation is trivial. Maybe those in conflict have inflated a minor misunderstanding into a church-wide altercation, nursed hurt into grudge, and magnified it into vendetta. Pettiness like this doesn\rquote t deserve the dignity of a serious response. Someone should have the guts to guffaw.\par Trivial or otherwise, all conflict calls for the peculiar joy Paul speaks of: joy \ldblquote in the Lord.\rdblquote Con\-flict within the church almost always stems from a failure to live by faith rather than by sight. Taking our eyes off Jesus easily entangles us in sin and distraction, and we quickly lose heart. Rejoicing in the Lord is reality therapy that jolts us out of our preoccupation with these \ldblquote light and momentary troubles\rdblquote and reminds us of the \ldblquote eternal glory\rdblquote that awaits those who trust in God (2 Corinthians 4:17).\par \b\i 3. A spiri\b0 t \b of resolve. \b0\i0 When Jesus started his journey to the cross, he \ldblquote steadfastly set his face to go to Jerusalem\rdblquote (Luke 9:51, K.rv). Conflict re\-quires this hard resolve, this toughness. A leader in battle cannot be thin-skinned.\par ILVAL;\rquote m a terrible baseball player. This stems from a childhood accident. I was pitching, and the bat\-ter hit a line drive into my mouth, bursting my lip and leaving me a skewed front tooth as a lasting souvenir. Ever since, an airborne ball\emdash even a lazy fly ball\emdash triggers a flinch in me, and my instinct is to duck.\par We can be like that with conflict, too\emdash flinch\-ing and avoiding it at every turn. I\rquote ve done this myself enough times to know that this only makes it worse. Left to themselves, combatants rarely come to a peaceful resolution, so I\rquote ve learned to steadfastly set my face as I head into conflict. The results almost always surprise me. Most people want someone to step in, even though their first reaction is to balk. Deep down they long for some\-one who refuses to hang back or mince words.\par 4. \b\i A spirit of humility. \b0\i0 I have rarely stepped into conflict without someone\emdash maybe one of the combatants, maybe the devil\emdash reminding me of my own shortcomings. I don\rquote t just live among a people of unclean lips\emdash I am a man of unclean lips. Rather than deny this, which is what I would prefer to do, I confess it. Nothing is as effective as a season of conflict to purify and refine me, to prune my wild wood and remove my dead wood. Over and over I have learned the cathartic power of David\rquote s prayer: \ldblquote Search me, 0 God, and know my heart; test me and know my anxious thoughts. See if there is any offensive way in me, and lead me in the way everlasting\rdblquote (Psalm 139:23-24).\par The church that gave the apostle Paul the most grief was the one in Corinth. People there attacked his integrity, his gifts, and his appearance. In their eyes, Paul didn\rquote t look right or talk straight Paul\rquote s two letters to the Corinthians, especially the first, are thick with defense of himself and his ministry.\par It\rquote s an odd defense. Instead of countering the accusations, Paul admits most of them. Yes, he\rquote s LVAL<unimpressive in speech. Yes, he\rquote s physically frail. Yes, he\rquote s unwise by human standards. Yes, he\rquote s shoddy looking alongside those swaggering \ldblquote su\-per apostles.\rdblquote He preaches in weakness. He minis\-ters in brokenness. He has nothing to boast about except the Cross.\par This is no disingenuous rhetorical ploy. It\rquote s true, and its overall effect is to disarm his oppo\-nents. It\rquote s hard to keep pressing an attack when your target refuses to fight back.\par \pard\nowidctlpar\tx221\par \pard\nowidctlpar\fi-192\li169\qj\b E-MAIL\par \pard\nowidctlpar\fi-204\li215\qj\tx204 CONFRONTATION\par \pard\nowidctlpar\fi-187\li175\qj\b0 Our church uses e-mail regularly for announce\-ments, prayer updates, and notes between staff, but we no longer use it to handle conflict. We learned the hard way that e-mail is not suited for dealing with conflict for these reasons:\par \pard\tx204\par \pard\nowidctlpar\fi221\li198\qj\tx221\b\i 1.\tab E-mail doesn\rquote t convey emotion well. \b0\i0 Face-to-face, you can gauge emotion by watching body language, but with e-mail or instant messag\-ing, assumptions about emotional tone are often wrong. People read into things what they think you feel.\par \pard\tx209\par \pard\nowidctlpar\fi221\li198\qj\tx221\b\i 2.\tab E-mail is a read-and-reply culture. \b0\i0 If you are angry, it\rquote s all too easy to vent and send off an e-mail before investigating the facts.\par \pard\tx198\tx464\par \pard\nowidctlpar\fi221\li198\qj\tx221\b\i 3.\tab Online conflict spreads like wildfire. \b0\i0 It\rquote s too easy to forward e-mail to lots of people, many of whom are best not involved. People also check e-mail with varying frequency, and soon no one knows who has seen what. That only adds more fuel to the fire.\par \pard\tx209\par \pard\nowidctlpar\fi-187\li175\qj When an incendiary e-mail comes across my desk, I fire off an automatic reply, but with an invitation: I\rquote d be happy to get together with you to talk about this issLVAL=ue. Give me a call, and let\rquote s set up a time.\rdblquote\par \pard\nowidctlpar\tx2585\i\emdash Angie Ward\par \pard\nowidctlpar\tx221\i0\par \par \pard\nowidctlpar\tx204\b CONTROLLING EMOTIONS DURING CONFLICT\par \b0\i by Richard Paul Minnich, pastor at First\par Presbyterian Church of Ogden, Utah\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\i0 Some pastors will do just about anything to avoid conflict. They become adept at taking cover when they see storm clouds on the horizon. These weather watchers refuse to get involved, redirect the combatants, or simply sit tight and wait for the storm to blow over. They\rquote ve learned to listen to all sorts of terrible accusations, some quite personal, and reply, \ldblquote Thank you for your opinion.\rdblquote\par \pard\nowidctlpar\fi227\qj\tx226 Avoidance of conflict is built on assumptions such as the following:\par \pard\qj\tx255\par \pard\nowidctlpar\li209\qj\tx204\b\i Assumption 1: All conflict is negative. \b0\i0 Because of some bad experiences with conflict, a person assumes that all conflict is destructive.\par \b\i Assumption \b0 2: \b People are always hurt by conflict. \b0\i0 God doesn\rquote t want people to be hurt, so God must not like conflict. It seems to follow that church leaders must still the angry waves just as Jesus did on the Sea of Galilee.\par \b\i Assumption 3: People cannot be trusted to handle conflict. \b0\i0 Perhaps because of past experiences, some pastors assume that conflict will get per\-sonal, so it is best to keep it out of the hands of amateurs.\par \pard\qj\tx209\par \pard\nowidctlpar\qj\tx204 Fear of conflict turns perceptions into self-fulfilling prophecy. If experience says that conflict is always harmful, then the pattern will likely be repeated, causing the very harm the pastor feared. People are hurt, and the church is weakened.\par \pard\nowidctlpar\fi227\qj\tx226 These assumptions are often false. In reality, conflict may be necessary and may have positive results. When a new idea prompLVAL>ts change, conflict usually follows. But conflict is not the issue\emdash how the conflict is handled will determine whether the outcome is constructive or destructive.\par We must first wrestle with conflict within ourselves. Many clergy go to seminars and con\-ferences on conflict management to gain help\-ful insights, and then they return home to find that nothing has changed. They have developed the techniques to handle conflict, but not the character.\par Check out how you handle conflict by asking for evaluations from those closest to you, such as your spouse, a close friend, or an associate. Ask whether you waffle on uncomfortable issues. Do you say difficult things in a constructive way? If you detect serious problems in handling conflict, consider professional counseling.\par Here are other ways to improve your response to conflict:\par \pard\qj\tx255\par \pard\nowidctlpar\li209\qj\tx209\b\i 1.\tab Identify your conflict \b0 triggers. \i0 Our bodies have helpful early-warning systems. Some people clench their jaws. Some get butterflies, and others get headaches. These are signs that you feel you are approaching conflict and should take action. Counselors refer to it as the fight-or-flight syndrome. Pay attention to these body responses and learn what they mean for you. This will help you to act rather than react. Do not let impulse control your decision making. By heeding the feelings and their source, you can gain a certain amount of control.\par \pard\nowidctlpar\tx221\i 2.\tab\b Reframe your perspective. \b0\i0 The urge to fight results from seeing conflict as a win-lose com\-petition.\par \par \pard\nowidctlpar\li209\qj\tx209 Instead, \cf1\b view conflict as a problem-solving opportunity in which all parties are on the same side. If the pastor takes the approach that each party really wants the same goal\emdash to honor God and further his Kingdom\emdash a spirit of cooperation may be fostered. We don\rquote t have to fight (so that someone loses) or flee (and abdicate our pastoraLVAL?l responsibility). \cf0\b0 Instead, both parties can be encouraged to see them\-selves on the same side. Of course, this is the ideal situation and assumes that combatants are willing to have their conflict redefined as a problem. This isn\rquote t possible in every case, but it is a useful goal.\par \pard\nowidctlpar\li209\qj\tx204\b\i 3.\tab Enlist others to help you. \b0\i0 Sit down with some close friends who are not involved with the conflict or the opponents and replay the situ\-ation for them. Do it before the conflict gets too deep. Good friends can help you clarify the issues and identify your part in the conflict. They can also help you understand if you are giving mixed signals to the two sides.\par \pard\nowidctlpar\li192\tx204\b\i 4.\tab Seek out a spiritual adviser\b0 \b or mentor. \b0\i0 Go to this person on a regular basis to discuss your men\-tal, emotional, and spiritual health. You don\rquote t need a crisis to do this\emdash just be committed to improvement and growth. Regular sessions with an adviser will help you deal with conflict in ev\-ery aspect of your life. This is a good way to lay hold of the abundant life Christ promises us.\par \b\i 5.\tab Create an internal reservoir of peace. \b0\i0 Many pas\-tors fuel their ministries with adrenaline. That eventually results in burnout, which makes them totally unable to deal constructively with conflict. Time with God will replenish your strength, and time itself will give you the big-picture perspective on conflict. Immediate response without adequate emotional reserves only digs the hole deeper. Learn to distin\-guish between delaying tactics and prayerful waiting.\par \pard\qj\tx192\par \pard\nowidctlpar\qj\tx204 Conflict should not be ignored. If ignored, it will only grow. Pastors who handle conflict in a direct fashion will find that it can even be used to help their congregations grow.\par \pard\qj\tx204\par \pard\nowidctlpar\fi227\qj\tx226\b ARE YOU CREATING CONFLICT?\par \pard\nowidctlpar\qj\tx204\b0\i by Doug AndeLVAL@rson, clinical director of Oak Glen Inc., a psychological service for ministry profes\-sionals, in Sioux Falls, South Dakota\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\i0 The issues may vary, but stories of ministers plagued by church conflict are as common as Sundays. Over the past fifteen years, I have coun\-seled dozens of ministers. Many have lacked self-awareness, and as a result, their unconscious needs and motivations expressed themselves in ways that they were blind to. This undermined their relationships and their pastoral effectiveness. It also contributed to conflicts in the churches they served.\par Personality is formed in the context of the care-giving we receive as children and is largely established by the age of three or four. Still, much of one\rquote s personality is tucked away in the uncon\-scious. Many pastors are oblivious of some traits or idiosyncrasies that can cause problems at work, so it is vital that all pastors pursue healthy self-awareness.\par Ministers come in various personality types, but my experience suggests that certain styles are more common to clergy. Let\rquote s look at three: the grandiose personality, the perfectionist personal\-ity, and the depressive personality.\par \pard\qj\tx221\par \pard\nowidctlpar\fi-192\li169\qj\b The Grandiose Personality\par \pard\nowidctlpar\qj\tx204\b0 On the surface, the grandiose personality reveals itself in arrogance and entitlement. The grandi\-ose pastor takes other people for granted and frequently uses them to further his own pursuits. The grandiose person is unable to step into the world of others because he needs to preserve an\b \b0 enlarged sense of self.\par The most grievous cost of this narcissistic ori\-entation is the stunted capacity to love. This is dreadful for parishioners, whose phone calls and questions are dismissed as disruptive and critical. The grandiose minister unconsciously disdains de\-tractors, so parishioners leave an encounter with him feeling small, incompetent, and insignificLVALAant. The grandiose minister prefers the company of people who support him and his values. Under this grandiose mask, an individual often feels fraudu\-lent and unlovable.\par \pard\qj\tx221\par \pard\nowidctlpar\fi-192\li169\qj\b The Perfectionist Personality\par \pard\nowidctlpar\qj\tx204\b0 Perfectionist ministers value thinking and doing. They can talk about feelings and think about feel\-ings, but they go to extreme lengths to avoid feel\-ing their feelings.\par Perfectionist ministers moralize. They want ev\-erything to be regulated and structured, and they lean toward legalism. Perfectionism is not found only in fundamentalist and conservative ministers. The moderate or liberal minister can just as well\par \pard\nowidctlpar\tx204 be a list lover\emdash it\rquote s just a different list. Offshoots of this personality type are the workaholic and the type A personality. While highly productive, ministers of this sort frequently deny themselves adequate release and recreation.\par \pard\nowidctlpar\li209\qj\tx204 Perfectionist ministers have a tendency to pro\-duce perfectionist churches. In such contexts, grace is delivered with a backhand. One such pas\-tor explained it this way: \ldblquote Someone in my church said, \lquote You tell us how much God loves us, but mostly all we hear about is how much we should be doing for God.\rdblquote\par Ministers with this personality style should explore their need for control\emdash whether of them\-selves, other people, or the church. When they risk getting beneath the frenzy of their driven lives, both external and internal, they may dis\-cover what Lee Eliason said in a sermon: \cf1\b\ldblquote God is everywhere you are fleeing from.\rdblquote\cf0\b0 The good news is that God met the standard of perfection so we don\rquote t have to.\par \pard\qj\tx226\par \pard\nowidctlpar\qj\tx204\b The Depressive Personality\par \pard\nowidctlpar\tx204\b0 A\b \b0 minister asked for help because he was feeling dull, unmotivated, and burned-out. Further explLVALBo\-ration revealed strong evidence of a depressive personality. He seemed to have a depleted sense of self.\par \pard\nowidctlpar\fi226\tx204 Grief is normal when a person\rquote s external world is diminished in an important way. For the depres\-sive personality, what is lost is part of the inner world. We mistakenly assume that grief is a form of depression, whereas a depressive response is actually a result of not grieving. A person gets trapped in experiencing all of life through a de\-pressive filter. The glass is always half empty.\par Anger against self is often the culprit, as de\-pressive individuals usually do not express anger effectively. Instead, they feel guilt. One author writes, \ldblquote Depressive people are agonizingly aware of every sin they have committed, every kind\-ness they have neglected to extend, every selfish inclination that has crossed their mind.\rdblquote I have suggested that such people, if confronted by the knock of the police at their door, would raise their hands and say, \ldblquote I give up! What did I do?\rdblquote\par Parishioners who want help from a depres\-sive pastor will feel put off. The depressive pastor struggles with his own neediness and has diffi\-culty with emotional boundaries. Church leaders may feel drained in their dealings with the pastor, as depressive attitudes are contagious.\par \pard\qj\tx226\par \pard\nowidctlpar\qj\tx204\b Coping with Personality\par \pard\nowidctlpar\tx204\b0 What can be done about personality problems in a pastor that may be hurting people in the church?\par Here are some recommendations:\par \pard\qj\tx204\par \pard\nowidctlpar\fi227\li147\qj\tx226\b\i Identify your blind spots. \b0\i0 When left in the subconscious, some aspects of the self will sabotage good ministry. Find out what they are and bring them into consciousness. Be open to feedback from those who know you best. Ask church leaders and parishioners for their impressions in working with you or lis\-tening to you preach or teach. Given the right LVALCopportunity, they will share what they see in you that you don\rquote t\emdash yet.\par \pard\nowidctlpar\tx204\b\i Get below the surface. \b0\i0 Injuries lurking under\-ground have guided your adult relationships and behaviors. Start bringing them to the\par surface. Don\rquote t be so quick to fix the present symptoms that you fail to address the cause.\par \pard\nowidctlpar\qj\tx204 When dealing with the root problem is uncom\-fortable, remember Jesus\rquote words: \ldblquote Blessed are those who mourn, for they will be comforted\rdblquote (Matthew 5:4). He invites us to feel our fears and losses. Eventually, such awareness will comfort us. The likelihood of unknowingly damaging our ministry dwindles as a result. \par \b\i Remember your message. \b0\i0 Paul wrote that God does not expect you to be without blemish. That\rquote s the role of his Son. He is the treasure of grace. God needs you to be yourself, the vessel. He chooses to use broken people\emdash jars of clay\emdash with a variety of personality styles to accomplish his purposes. The core of ministry is the proclamation of grace by broken people (2 Corinthians 4:1-12).\par \pard\nowidctlpar\li209\qj\tx209\par \par \pard\nowidctlpar\tx204\b KEEPING CONFLICT HEALTHY\par \b0\i Insights from three Christian leaders with special experience in church conflict resolution: Ken Sande of Peacemaker Ministries, Billings, Montana (www. hispeace.org); Rene Schlaepfer, senior pastor of Twin Lakes Church, Aptos, California ({\field{\*\fldinst{HYPERLINK "www.tlc"}}{\fldrslt{\ul\cf1 www.tlc}}}\f0\fs28 . org), and Jim Van Yperen, president and founder of Metanoia Ministries, Washington, New Hampshire (www. changeyourmind. net)\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\b Is it possible for churches to be in conflict and still be healthy?\par \pard\nowidctlpar\fi227\qj\tx226\b0\i0 VAN YPEREN: Health doesn\rquote t mean the absence of conflict. A healthy church has learned a way of thinking, seeing, and behaving that is redemptive, so thLVALDat when the inevitable conflict comes, people are able to handle it. They have learned that God is sovereign over all things, so conflict is not nec\-essarily a threat.\par SANDE: Conflict is actually an opportunity. First Corinthians is a long letter on conflict resolution. Paul sums up chapter ten by saying, \ldblquote Whatever you do, do it all to the glory of God, not for your own good but for others. Follow my example\rdblquote (see 1 Corinthians 10:31\emdash 11:1). Paul calls us to look at conflict as God looks at it. In every conflict, God offers an opportunity to exalt him. He wants us to behave so differently that people take notice and are impressed. Conflict is an opportunity to grow in Christ-likeness. So when conflict comes, we slow down and say, \ldblquote Lord, if nothing else in this situa\-tion, refine me.\rdblquote\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\b\i How do you recognize healthy conflict?\par \pard\nowidctlpar\fi227\qj\tx226\i0 SCHLAEPFER: \b0 One key is asking, \ldblquote Are you as pastor staying on message?\rdblquote I think Satan tries to destroy the church by getting us off the message of the gospel and onto other things\emdash politics, hot-potato issues\emdash whatever the conflict is about. The message is the gospel of grace. Look at what Paul does. Every time there is a conflict, he ties it back to the gospel.\par VAN YPEREN: One test for me is to ask, \ldblquote What are we talking about? What is the primary subject and object of this conversation?\rdblquote If it is something other than what Jesus wants, we aren\rquote t having a redemptive conversation. We are controlled by selfish ambition; we assert our rights. We pursue our own desires.\par SANDE: The apostle James asks, \ldblquote What causes strife and conflict among you? Don\rquote t they come from your desires and battles within you?\rdblquote (see James 4:1). The word \i desires \i0 here is neutral. In the vast majority of church conflicts I have seen, good desires have been elevated toLVALE consuming demands. The Bible calls those idols.\par \pard\nowidctlpar\fi243\li169\qj I find this happening when I hear the phrase \i All \b I \b0 want is, \i0 as in \ldblquote All I want is to reach the lost\rdblquote or \ldblquote All I want is godly worship.\rdblquote When I hear those words, I often find that people have elevated a good desire into a controlling idol. That\rquote s when we need to help each other, to ask the questions, \ldblquote What are you preoccupied with? What do you want so much that you are willing to hurt others to get it?\rdblquote We need to help each other see that we have taken good desires and made them into gods.\par What\rquote s deceptive here is that we can be throw\-ing out Bible verses left and right and confuse that with spirituality, when all we\rquote re doing is attacking each other. We\rquote re not behaving like Christ or living out his love with others.\par \pard\nowidctlpar\fi227\qj\tx226 SCHLAEPFER: Evangelist Steve Pettit says that \cf1\b a sure sign of using weapons of the flesh instead of weapons of the Spirit is that you\rquote re getting short-term gains at the price of long-term losses. \cf0\b0 That\rquote s what happens when we react to people with ma\-nipulation and anger. When we are angry, they become angry.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\b\i Are there times when you need to create conflict to make peace?\par \pard\nowidctlpar\fi227\qj\tx226\b0\i0 SANDE: You\rquote re probably not creating conflict in that situation; you\rquote re simply bringing to the sur\-face what\rquote s already there. I use the distinction \ldblquote peacemaking versus peace faking.\rdblquote Churches love to fake peace. Quite often the peacemaker is the one who says, \ldblquote Let\rquote s stop covering up. Let\rquote s deal with the problem.\rdblquote\par VAN YPEREN: We\rquote re called to speak the truth in love, which means balancing truth and love. The other danger is when, in the name of grace, we never want to confront anything. WheLVALFn we avoid conflict, we create an environment in which people think something but don\rquote t say it. That\rquote s deceptive. You must bring the issue to the surface. If the church is the body of Christ, there is no such thing as a secret conflict. The question is not if it should be surfaced, but \i how.\i0\par \pard\nowidctlpar\tx204\b SANDE: \b0 Someone once said, \ldblquote If you want to pre\-vent destructive conflict, encourage respectful dis\-agreements.\rdblquote That\rquote s wise. We need to deal with differences before they become destructive.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\i What \b is the downside to leaving well enough\par alone? Aren\rquote t there some issues we will always have with us?\par \pard\nowidctlpar\tx204\b0\i0 VAN YPEREN: The big downside is that we\rquote re not being the church. We need to have ways to dis\-agree and to work things out through the blood of Jesus Christ, through prayer, and through the Holy Spirit. You can\rquote t agree to disagree over major issues in the church.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\b\i Such as?\par \pard\nowidctlpar\tx204\b0\i0 VAN YPEREN: Foundational doctrinal issues, for a start. But also philosophical issues about who we are called to be in Christ\emdash whether it\rquote s to grow in size or to plant another church. It takes a lot of wisdom to decide which issues are major and which are minor. The church needs to talk about these things in calm moments and not wait until a crisis.\par SCHLAEPFER: Sometimes church leaders demand more unanimity than there really has to be\emdash but you should choose your issues. You want to achieve consensus by including as many people as possible in the process, but ultimately, someone must make the decision.\par VAN YPEREN: The role of leadership is a core issue. First, hear what God is saying to the church, not only to you, but through the wisdom of others, through his Word, through his Holy Spirit, and through the affirmation of other believers. Hear tLVALhat, describe it, and then invite people into it. However, there\rquote s a thin line between inviting people to come on the journey and being coercive. You say, \ldblquote We believe God is leading us. I know this is going to be hard and some of you won\rquote t like it. Will you walk with us as we test God\rquote s will here? Will you step out in faith?\rdblquote That\rquote s leadership. It is \i not \i0 leadership to say, \ldblquote This is the way it is. If you don\rquote t like it, leave.\rdblquote\par SANDE: I think that God is more interested in our attitudes about resolving our differences on some of these issues than he is in the positions we take.\par VAN YPEREN: I agree. Philippians 2 is the test here. If we say that we must do a certain thing despite the interest and needs of others, then we are engaged in something less than a redemptive process.\par \pard\par \par \cf2\f1\fs29\par } LVALu^5H{\rtf1\ansi\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\lang1033\f0\fs28\par \par CL 159-177\par CHAPTER 4\par HANDLING CRITICISM\par \par IN THIS CHAPTER \par COPING WITH CRITICISM 159\par HANDLING COMPLAINTS 160\par CLASSIFYING CRITICS 160\par THE \ldblquote GOD TOLD ME\rdblquote CRITIC 161\par HOW TO PREPARE FOR CONFRONTATION 162\par \par \pard\nowidctlpar\qj\b COPING WITH CRITICISM\par \b0\i by Fred Smith Sr, a corporate leader, speaker, and mentor to leaders\par \pard\qj\par \pard\nowidctlpar\qj\i0 Criticism is a part of leadership. Here are some ways to handle it:\par \pard\nowidctlpar\fi192\qj\tx2726\b\i Anticipate criticism\b0 . \i0 Every capable leader knows the thought leaders in a group and talks to them prior to a meeting, enlisting their support or listen\-ing to their criticism. You can\rquote t go into a meeting without knowing how the vote will go.\par \pard\nowidctlpar\fi204\qj\tx2738\b\i Assume that criticism is\b0 \b logical. \b0\i0 It\rquote s best to as\-sume that a person\rquote s criticism is sincere and that, given the base from which the person is working, the criticism also makes sense. The key is to understand people\rquote s deep beliefs, biases, experi\-ences, theological positions, and especially their ego positions.\par \b\i Limit the amount of criticism you\rquote ll accept. \b0\i0 A leader must know how to limit the criticism he or she will buy into. Many times, I have let one criti\-cal person keep me from recognizing the strength of the hundred who are in agreement. It\rquote s possible to turn a cold into a cancer.\par \b\i Make constructive criticism a part\b0 of \b your church culture. \b0\i0 Since criticism is going to be present in any case, every well-led organization needs an established, stated, understood, and agreed-upon culture of communication. This won\rquote t increase the amount ofLVALI criticism; instead, it will channel the ex\-isting criticism so that it accomplishes something valuable.\par \pard\par \pard\nowidctlpar\fi204\b\i Don\rquote t turn criticism into a personal contest. \b0\i0 So often, if left alone, criticism will die of its own lack of meaning. Learn to lose a battle in order to win a war.\par \pard\nowidctlpar\fi204\tx2233\b\i Admit when you\rquote ve been wrong. \b0\i0 I try to view ev\-ery reasonable criticism as an opportunity to re\-view my position. Scripture is inerrant, but those of us who lead are fallible.\par \pard\nowidctlpar\fi204\tx2239\b\i Don\rquote t take revenge. \b0\i0 It is very important to em\-body tolerance and avoid all retribution. A dear friend was being emotionally crucified by his crit\-ics. These people had profited from him and owed him gratitude rather than criticism, but they still fought him bitterly. When he died, I found a prayer list in his Bible. At the top of his list were these simple yet powerful words: \ldblquote Pray for those who are lying about me.\rdblquote\par \pard\par \pard\nowidctlpar\b HANDLING COMPLAINTS\par \b0 In response to most complaints, I feel a little aggravated. Still, I\rquote ve learned that they are part of the job. Griev\-ances that seem small to me can loom large to those who are complaining. Here are some principles for han\-dling gripes appropriately:\par \pard\nowidctlpar\fi233\tx2511\b\i Expect grievances.\b0 \i0 Paul told the Philippian church to do all things without complaining\rdblquote (Philippians 2:14), but church life is rarely free of strife. There seem to be two extreme responses. New church leaders tend to expect meetings to be blissful, harmonious, and edifying discussions of the congregation\rquote s spiritual needs. Experienced board members often expect nothing but grievances. By learning to expect griping as a routine thing for them to handle, new board members can be less disillusioned, and more experienced members can avoid cynicism.\par \b\i Consider the source.\b0 \i0LVALJ Consider the person that is making a complaint. If he thinks he has the spiritual gift of criticism, his comments will carry less weight than criticism from someone who rarely speaks a negative word. The gripes of certain people should be taken with a grain of salt, but they should never be ignored. Grip\-ers often love the church\emdash they just have an odd way of showing it. Their love may need to be redirected, but it should never be disregarded.\par \b\i Ascertain the facts\b0 . \i0 When gripes arise, it is critical for the facts of the matter to be determined. Early in my ministry, one board member called frequently to let me know that a new grievance had arisen. \ldblquote Everyone is upset!\rdblquote he would exclaim. I was frightened by his calls and began to consider changing jobs. As it turned out, \ldblquote everyone\rdblquote was this man and his wife.\par \b\i Respond appropriately.\b0 \i0 An empathetic listener can do a lot to defuse a crisis, regardless of the seriousness of the problem. Call it \ldblquote letting people blow off steam\rdblquote or \ldblquote lancing a boil\emdash it works.\par \b\i Settle matters quickly\b0 \i0 Board members often neglect to resolve complaints quickly. It\rquote s easier to just table a problem until the next meeting. When grievances are left unresolved, conflict festers. Dealing with a griev\-ance right away can make an opportunity for healing and progress rather than undue anxiety.\par \pard\nowidctlpar\tx8764\i\emdash Michael Baer\par \pard\nowidctlpar\qj\tx2534\b\i0 CLASSIFYING CRITICS\par \pard\nowidctlpar\qj\tx2534\tx6565\b0\i by Fred Smith Sr, a corporate leader, speaker, and mentor to leaders\par \pard\qj\tx6565\par \pard\nowidctlpar\qj\tx2534\tx6565\i0 Critics come in many shapes and sizes. Some are overt, some covert. Some hit you in the nose, while others stab you in the back. I have found that classifying my critics helps me to anticipate what a person may say.\par \pard\nowidctlpar\fi192\qj\b\i People who resent authority. LVALK\b0\i0 These critics have never outgrown their disrespect for any authority but their own. As children, they rebel against their parents; as employees, against their bosses; and as adults, against the leaders of whatever groups they join. They adhere to the bumper-sticker slo\-gan \ldblquote Question All Authority.\rdblquote\par \b\i People who are not part of the majority. \b0\i0 These people feel that they have to be in opposition to serve their function. If they have leadership gifts, they become leaders of the minority. The more capable they are, the more difficult they are for a leader to deal with.\par \pard\nowidctlpar\fi215\b\i People who want to show their superior knowl\-edge. \b0\i0 Those who consider themselves proficient in a particular area will criticize others for not being as good. For example, a great dresser will criticize others\rquote clothes.\par \pard\nowidctlpar\fi209\b\i Natural howlers.\b0 \i0 Most organizations have peo\-ple who are \cf1\b like a hound dog lying on a cocklebur; they would rather howl than move.\cf0\b0 Every new idea becomes another cocklebur.\par \pard\nowidctlpar\fi215\tx2233\b\i People who are trying to exorcise internal conflicts. \b0\i0 These critics are \ldblquote a fight going somewhere to happen.\rdblquote Their criticism is usually perpetual and petulant. Most bitter criticism is personal, not organizational, and it\rquote s not over doctrine, but ego. I have found that I can use such criticism to iden\-tify those who are hurting. They are dissatisfied with themselves and generally transfer blame to others. Criticism might be an invitation to meet someone at a place of deep need.\b\i\par Genuine, honest, and interested critics. \b0\i0 Some people feel responsible for the well-being of the or\-ganization. I must treat these critics with respect, attention, and courtesy. They are not my enemies but my friends. Good critics are like buoys in the river; they keep you in the channel.\par \pard\par \pard\nowidctlpar\qj\b THE \ldblquote GOD TOLD LVALLME\rdblquote CRITIC\par \b0 A woman began her address to the board by assuring us that she had studied the Bible and prayed, and that the Lord had spoken to her many times. She tearfully told us that aspects of our denomination\rquote s polity and theology were wrong and that if we continued to follow them, Satan would destroy our church.\par \pard\nowidctlpar\qj\tx2534\tx2726 This woman was a long-time, respected member of the congregation who had many friends. She had recently become enamored of authors of a different theological persuasion than that of our church. She had been through some well-known hardships, and as a result people in the congregation were always careful how they treated her and her family members.\par Now the board was faced with either changing the identity of the church or coming into open conflict with a beloved member.\par \pard\tx2789\par \pard\nowidctlpar\fi204\qj\tx2534\tx2738\b\i What Would You Do?\par \pard\tx2806\par \pard\nowidctlpar\tx2982 How do you determine if a person is hearing from the Lord?\par \pard\tx2982\par \pard\nowidctlpar\tx2982 Do we have a right to question another\rquote s spiritual experiences?\par \pard\tx2982\par \pard\nowidctlpar\tx2982 What potential problems may come from opposing this woman?\par \pard\tx2982\par \pard\nowidctlpar\fi204\qj\tx2534\tx2738 What Happened\par \pard\nowidctlpar\qj\tx2534\b0\i0 Several board members and I gently but firmly told the woman that we, too, studied the Bible and prayed, yet we had come to different conclusions. We said that we believe the Lord speaks corporately through the wisdom of the church and not just to individuals. We assured her there was room to disagree agreeably in our congregation, but we weren\rquote t about to oppose the denomination, leave the denomination, or try to make our church into something that it wasn\rquote t.\par \pard\nowidctlpar\fi192\qj\tx2534\tx2726 Shortly thereafter, the woman left the church, saying that the leadership was opposing God. We also lost a coupleLVALM of families who couldn\rquote t imagine how these leaders could alienate their friend.\par Despite the firefighting and rumor control, the board grew stronger. We became more convinced of what we believed and why. We united around a common identity and vision for the congregation. Though battered, the church as a whole became healthier.\par \pard\nowidctlpar\tx9291\i\emdash Steve Bierly\par \pard\i0\par \pard\nowidctlpar\qj\tx2534\b HOW TO PREPARE FOR CONFRONTATION\par \b0\i by Denise Van Eck, pastor of Community Life at\par Mars Hill Bible Church in Grandville, Michigan\par \pard\qj\tx204\par \pard\nowidctlpar\fi192\qj\tx2726\i0 A disastrous confrontation motivated me to im\-prove the way I handled difficult confrontations in my ministry.\par \pard\nowidctlpar\fi232\qj\tx2738 One of the most dangerous inclinations in con\-frontation is to react immediately, when we\rquote re still agitated. Sometimes we\rquote re so angry that we can\rquote t avoid venting. It is better to plan ahead for difficult conversations. Use the following steps for guid\-ance in preparing yourself.\par \pard\nowidctlpar\fi226\tx2982\b\i Clarify your intentions. \b0\i0 Is it your goal to set someone straight? get your way? make sure she knows you\rquote re in charge? For a confrontation to be effective, your purpose must be to learn the truth. To enter a conversation believing that you already see the whole picture is to court disaster. By approaching a confrontation as a means of growth, rather than an opportunity to fix someone, we pave the way for success.\par \pard\nowidctlpar\fi232\qj\tx2738 Beginning with empathy opens a pathway for learning to occur. When preparing for a difficult conversation, I ask myself whether there is any way to show empathy in the situation. Can I put my\-self in the other person\rquote s shoes in some way? That allows me to confront without the heat of anger.\par When I teach parenting classes, I ask parents to memorize this statement: \cf1\b Anger and frustration fuel misbehavior.\LVALNcf0\b0 This isn\rquote t just true of children, and it doesn\rquote t matter how right you are to feel angry. Confronting in anger leads to reactive be\-havior and reduces the possibility of a successful outcome.\par \pard\nowidctlpar\fi226\tx2982\b\i Be clear about your motivation. \b0\i0 Paul tells us to speak the truth in love, not to force our pref\-erences on someone else. Am I upset because something is wrong or because I don\rquote t like it? I was once all set to confront a small-group leader when I asked myself this question. I finally had to admit that I was dealing with a matter of taste, not truth. The leader wasn\rquote t violating Scripture, just doing something in a different way than I would have. Weeks later, it became evident that my way would have been the wrong way.\par \pard\nowidctlpar\fi232\qj\tx2738\b\i Focus on the issue.\b0 \i0 Narrow the central issue to one word. Is it trust? confidence? competence? It\rquote s tempting to list all the things we\rquote re upset about, but focus on the main issue and keep it clear. \ldblquote You\rquote ve been late to the last four staff meetings. That be\-havior is communicating disrespect to the rest of the team.\rdblquote That keeps the conversation from run\-ning off on dangerous rabbit trails.\par \pard\nowidctlpar\fi226\tx2982\b\i Own your role in the\b0 \b conflict. \b0\i0 Get real with your\-self as you prepare. How have you contributed to this issue? Are you bringing your own issues into it? Does the person you are confronting exhibit behavior that you struggle with yourself? Own up before you show up.\par \b\i Project the consequences. \b0\i0 Look ahead a few weeks, months, or years. What will happen if the situation goes uncorrected? Who will be affected and how? What would a good result look like? How will the future be shaped by a positive outcome? It\rquote s important to identify what is at stake and to be able to communicate it as truthfully and objec\-tively as possible.\par \b\i Trust the Holy Spirit to do his\b0 LVALO \b job. \b0\i0 It\rquote s tempting to feel that it\rquote s up to us to solve every issue. The truth is that we can\rquote t control what another per\-son thinks, feels, or believes. We can model truth and love, but only the Spirit of God can change a person\rquote s heart.\par \pard\par CHAPTER 6\par SETTLING DIFFERENCES\par \par IN THIS CHAPTER \par THE WAY THROUGH CONFLICT RESOLUTION 163\par TIPS ON SOLVING CHURCH CONFLICT 164\par ROADBLOCKS TO UNITY 165\par MAKING DECISIONS 166\par HEALING FROM A PAINFUL PAST 167\par PROFESSIONAL HELP IN PEACEMAKING 168\par ADVICE FROM PEACEMAKERS 170\par \par \pard\nowidctlpar\b THE WAY THROUGH CONFLICT RESOLUTION\par \b0\i by Steve Larson, pastor of Community Celebration\par \pard\nowidctlpar\tqr\tx765\tqr\tx2619\tab Church in Kasson, Minnesota\par \pard\nowidctlpar\i0 Six months into our church plant, the two most influential families in the church had a fight. Nasty words were exchanged, and battle lines were drawn. Both sides began recruiting people to their cause. After two failed attempts at reconciling the groups, God answered my desperate prayer by sending us Ron, a school principal who was well versed in conflict resolution. I gratefully accepted his offer of help.\par Ron led a meeting with the warring parties with grace, compassion, and clear thinking. At the be\-ginning of the \ldblquote peace conference,\rdblquote the two sides wouldn\rquote t even look at each other. Afterward, they were laughing and hugging. Ron helped to resolve the biggest conflict we had ever had, and he taught me some skills for dealing with conflict.\par \par \pard\nowidctlpar\tx2477 Here\rquote s how he led us through conflict resolution:\par \pard\nowidctlpar\b\i 1.\tab Icebreaker. \b0\i0 Using a conversational tone, Ron said, \ldblquote We all know why we are here today. There is hurt in our hearts and misunderstanding in our minds. For the good of the church and the Kingdom of God, we must reconcile. Before we get into the issues, let\rquote s open LVALPwith a question. I would like all of you to break up into groups of two and discuss this question: What is your favorite hobby, and why?\rdblquote\par \pard\nowidctlpar\li198\qj\tx2534 I know it sounds silly, but it worked. There were eight people at the meeting. After the first groups discussed the question, Ron re-formed the groups again and again until everyone had a chance to converse over a non-jugular issue.\par \pard\nowidctlpar\fi192\li198\qj\b\i 2.\tab Information. \b0\i0 Ron shared some ground rules. Without rules, meetings often do more harm than good. Norm Shawchuck, in \i How to Man\-age Conflict in the Church, \i0 offers three ground rules for peace conferences: permission, potency, and protection. People are given per\-mission to disagree. Each person is allowed to share his or her views strongly, as long as this is done with respect. No one is allowed to intentionally inflict pain on others.\par \b\i 3.\tab illumination. \b0\i0 Next, Ron prayed, and his prayer was full of grace and love as he asked the Lord to bring reconciliation, understanding, and restoration.\par \pard\nowidctlpar\qj\b\i 4.\tab Issues.\b0 \i0\ldblquote What are your concerns?\rdblquote Ron asked. After each person spoke, Ron repeated what was said. \ldblquote Correct me if I am wrong, but are you saying that she was disrespectful in what she said? I am trying to see it from your point of view, and if I do, you feel that you were inten\-tionally hurt?\rdblquote\par \pard\nowidctlpar\fi175\qj When one side spoke, the other side filtered their claims through anger and hurt. But when Ron paraphrased what was said, the opposing sides listened. Why? He was a neutral party, and I could see the tension subside.\par Behind Ron was a giant notepad. A line was drawn down the middle, and the sides were marked A and B. After Ron clarified an issue, he wrote it down. He then asked the other side to comment on that issue. This step took about two hours. Its objective was to help the parties \ldblquote unload their files\rLVALQdblquote from memory.\par \pard\nowidctlpar\fi192\li175\qj\b\i 5.\tab Implications. \b0\i0 Ron asked two questions: \ldblquote What is the worst thing that could happen if we don\rquote t resolve this conflict?\rdblquote and \ldblquote What is the best thing that could happen if we resolve this con\-flict?\rdblquote Again, he wrote the answers down. It became clear that the outcome of this conflict would either make or break the church. Then Ron asked, \ldblquote Which scenario do we want to shoot for?\rdblquote Ron moved the group from defend\-ing adversarial positions to unanimously voting to seek a mutual objective.\par \i 6.\tab\b Ideas.\b0 \i0\ldblquote What are some ideas for reaching that goal?\rdblquote Ron asked. As a team, people brainstormed and agreed on some answers. Finally, Ron returned to the first set of notes and re\-viewed the original concerns one by one. \ldblquote What are we going to do about this concern?\rdblquote he asked, making sure that every concern was dealt with. Later, I typed up my notes from the meeting and sent a copy to everyone involved.\par \pard\nowidctlpar\li215\qj\tx2534 After that meeting, enemies became friends and peace was restored in our young fellowship. I have used these techniques many times since to mend marriages and heal friendships.\par \pard\par \pard\nowidctlpar\fi204\li453\qj\tx2534\tx2738\b TIPS ON SOLVING CHURCH CONFLICT\par \pard\tx2267\par \pard\nowidctlpar\li538\i 1.\tab Admit that you need each other. \b0\i0 Far too many congregations splinter when some people insist that their way is the only way. For congregations to grow, young people need the wisdom and stability of age, and older members need the energy\emdash and future\emdash of the youth.\par \pard\tx2352\par \pard\nowidctlpar\li538\b\i 2.\tab Face the conflict. \b0\i0 Congregations often ignore conflicts, hoping they will disappear. Conflict resolution is hard work that must be done. Clarify the real problem, and then work on it.\par \pard\tx2171\tx2352\par \pardLVALR\nowidctlpar\li538\b\i 3.\tab Listen to others. \b0\i0 Allow people to express their opinions. Listen carefully to what they say, even if that runs counter to your own opinion.\par \pard\tx2171\tx2352\par \pard\nowidctlpar\li538\b\i 4.\tab Know your audience. \b0\i0 Some people who join churches today have a consumer mentality that asks, \ldblquote How can this church help me?\rdblquote If the church can\rquote t manage its own problems, much less help other people with theirs, newcomers may leave. Do you want the church\rquote s future walking out the door?\par \pard\tx2352\par \pard\nowidctlpar\li538\b\i 5.\tab Recognize the effect of change. \b0\i0 Consider how your congregation will be affected before you try something new. If, for example, you want to start a program to bring in more young people, consider what changes they might request before their presence disrupts the rest of the congregation.\par \pard\tx2352\par \pard\nowidctlpar\li538\b\i 6.\tab Be alert to emotional involvement. \b0\i0 When people say, \ldblquote It\rquote s the principle of the thing,\rdblquote it\rquote s a tip that their ego is at stake. If you find you are emotionally enmeshed in an issue, ask someone more detached from the issue to supervise.\par \pard\tx2352\par \pard\nowidctlpar\li538\b\i 7.\tab Keep issues separate. \b0\i0 When people are troubled by one thing, they easily confuse it with something else. For example, you may be peeved by the new youth leader\rquote s failure to clean up after an event, but are you also bothered because of all the new kids he\rquote s bringing in? Deal with one of those issues at a time.\par \pard\tx2352\par \pard\nowidctlpar\li538\b\i 8.\tab Empower all parties in a conflict. \b0\i0 If people are at odds with each other, they should all be part of the reso\-lution process. It may be difficult to give each a say, but it is necessary for everyone to take ownership of the problem and its solution.\par \pard\tx2352\par \pard\nowidctlpar\li538\b\i 9.\tab Stay objective, \LVALSb0\i0 Undermining one side of a dispute and siding with another won\rquote t help matters. Manage the discussion wisely, remembering that this is your family of believers.\par \pard\tx2171\tx2352\par \pard\nowidctlpar\li538\b\i 10.\tab If necessary, bring in a mediator. \b0\i0 Sometimes the only way out of a conflict is to bring in a neutral party, but mediation only works when both parties agree to the process. If your church is part of a denomination, ask for help from a church official.\par \pard\nowidctlpar\li538\tx9291 Abby Mendelson\par \par \pard\nowidctlpar\fi233\li2279\tx2511\b ROADBLOCKS TO UNITY\par \pard\nowidctlpar\li238\tx2982\b0 Conflict is not always inevitable, and a lengthy process of resolution is not always necessary. I\rquote ve discovered four roadblocks to unity that can be removed:\par \pard\nowidctlpar\li238\tx9291\b\i Roadblock #1: Meeting in the wrong place. \b0\i0 At one time in the life of our church, we held our worship services in a high school cafeteria. Our monthly board meetings took place at my office. On the first Thursday night of each month, I witnessed a mysterious transformation. What had earlier in the day been a place of study and prayer suddenly turned into a battleground of ideas and personalities.\par When we began meeting in my home, however, people\rquote s body language, terminology, and even dress changed. Everyone seemed to relax. Rather than squaring off across a table, we now sat on couches and chairs. When meetings were over, people began to stay and talk rather than leave quickly.\par \pard\nowidctlpar\li465\qj\tx204\b\i Roadblock #2: Not enough focus on relationships. \b0\i0 I began to look for ways that board members could spend more social time together. I scheduled an all-day elder retreat. While traveling together in vans, stopping for breakfast on the way, and meeting in unfamiliar settings, our sense of unity and togetherness blossomed.\par \pard\nowidctlpar\li238\tx9291\b\i Roadblock #3: Not enough meetings. \b0\i0 Each summer, soLVALTmeone would suggest that we skip a meeting be\-cause vacation plans and the resulting schedule conflicts made it difficult to get everyone together. This played havoc with board unity. Without adequate time together, we found it impossible to understand or appreciate each other\rquote s unique backgrounds and frames of reference.\par When people increase their amount of interaction with one another, their regard and appreciation for one another usually goes up.\par \b\i Roadblock #4: Careless selection process. \b0\i0 Early on, we focused exclusively on spiritual qualifications when selecting board members. Spiritual maturity is still our primary consideration, but we now ask some new questions: What effect will this person have on the unity of our board? How will this person fit in with the ministry team we\rquote ve developed?\par This doesn\rquote t mean that potential board members must agree with everything the board has previously decided, but they must be in agreement with the basic thrust of the current ministry.\par \pard\nowidctlpar\tx2029\tx2233\i\emdash Larry W Osborne\par \pard\i0\par \pard\nowidctlpar\qj\tx2534\b MAKING DECISIONS FUN\par \pard\nowidctlpar\fi192\qj\tx2534\tx2726\b0\i by Stephen Lim, associate professor of leadership at Assembly of God Theological Seminary in\par Springfield, Missouri\par \pard\qj\tx204\par \pard\nowidctlpar\fi204\qj\tx2738\i0 Whether a church considers starting a building project, adding a service, or changing the church bylaws, decisions can divide people as they take sides on the issue. In the heat of debate, they often say unpleasant things to each other. Sometimes it takes years for them to recover.\par \pard\nowidctlpar\fi215\tx2982 In recent years, I\rquote ve discovered that the process of making a major decision can actually be unify\-ing and energizing. I\rquote ve found several principles helpful in building that kind of unity:\par \pard\qj\tx215\par \pard\nowidctlpar\li209\tx9291\b\i Principle 1: Play hats. \b0\i0 The way that we mLVALUake a decision is often as important as the results achieved because the process affects morale and commitment. In our culture, we\rquote re accus\-tomed to using parliamentary debate to make decisions. Unfortunately, this method encour\-ages individuals to become entrenched in their views as they seek to defend them by disparag\-ing opposing views and persuading a majority to join their side.\par \pard\nowidctlpar\li215\qj\tx2534 A quantum shift occurred in my thinking when I realized that a discussion of issues does not have to be adversarial. Instead, it can be a team effort to find the right solution.\par A few years ago, I came across Edward de Bono\rquote s \ldblquote six thinking hats\rdblquote approach to decision making. Rather than taking sides during discus\-sion, everyone works together on the same task at a given time. You can structure the decision process to make it more enjoyable. This visual aid names six aspects of decision making and gives each a color.\par For example, tell the group, \ldblquote Let\rquote s put on our yellow hats.\rdblquote That initiates discussion on the advantages of the proposal on the table. It also limits the conversation to advantages. When that discussion is exhausted, identify another tactic and ask the group to \ldblquote change hats.\rdblquote Here are the six hats:\par \pard\qj\tx215\tx391\par \pard\nowidctlpar\fi-380\li360\qj\tx204\b Blue:\b0 Establish ground rules and guide discussion.\par \pard\nowidctlpar\tx918\tx2029\tx2233\b Yellow:\b0 Look for the advantages.\par \pard\nowidctlpar\tx2029\tx2233\b Black:\b0 Search for potential problems.\par \pard\nowidctlpar\fi-380\li360\qj\tx204\b Red:\b0\tab Examine feelings about the proposal.\par \pard\nowidctlpar\tx918\tx2029\tx2233\b Green:\b0 Brainstorm options and alternatives.\par \b White:\b0 Determine what information is still needed.\par \pard\qj\tx215\tx391\par \pard\nowidctlpar\li209\tx9291\b\i Principle 2: Try\b0 \b another stance. \b0\i0 No matter how hard I try to keep eLVALVveryone on the same team, I sometimes find one person who persists in antagonizing the others. At times, I\rquote ve caught myself communicating intimidating messages to the dissenters: \ldblquote Where\rquote s your faith, anyway? I can\rquote t believe you\rquote re so lacking in spiritual under\-standing.\rdblquote \ldblquote You\rquote re opposing God\rquote s will! Shame on you!\rdblquote\par \pard\nowidctlpar\li215\qj\tx2534 I didn\rquote t actually say these things, but my at\-titude was apparent. I was threatened by dis\-agreement, and my natural inclination was to silence the opposition.\par I have learned to temper this ungodly urge by putting myself in the place of those who dis\-agree. Do they feel alienated and demoralized? Will their resentment contaminate the spiritual tone of the congregation?\par Paul tells us to \ldblquote outdo one another in show\-ing honor\rdblquote (Romans 12:10, ~sv). Now, publicly and privately, I affirm those who disagree. I say, \ldblquote You don\rquote t have to agree with every decision we make. Better decisions come about when dif\-fering views are presented and prayerfully con\-sidered. It\rquote s easier to keep quiet, but we value every opinion. Thank you for speaking up.\rdblquote When people feel valued, they are more likely to identify with the church, support the decisions made, and be energized to serve God.\par \pard\nowidctlpar\tx204\b\i Principle 3: Wait for the pitch. \b0\i0 A good proposal at the wrong time is a bad idea, but a good pro\-posal at the right time becomes a great idea. I\rquote ve learned to look for two factors in timing a decision. First, are the opinion leaders in favor of the decision? If a significant number are op\-posed to it, we proceed at our own folly. We should first work to gain their support. Second, do substantial obstacles still exist, or have the issues been adequately addressed?\par \pard\qj\par \pard\nowidctlpar\fi-226\qj\tx7126\b\i Principle 4: More forward. \b0\i0 For years, I hadn\rquote t ad\-equatLVALWely considered people\rquote s readiness to en\-gage in a major decision-making process. From several doomed efforts, I learned to ask these questions:\par \pard\nowidctlpar\fi215\qj\tx2534\b\i Is there a climate of mutual trust, apprecia\-\b0 tion, \b and caring?\b0 \i0 If not, I need to build this spirit. Otherwise, the process of deciding deteriorates into distrust, antagonism, and division. I look for positive signs: Do people feel free to share their needs with one another, and do others re\-spond with support, prayer, and practical help? Do they include newcomers in their circle of friends and enjoy doing things together infor\-mally? Instead of referring to \ldblquote this church,\rdblquote do they proudly identify it as \ldblquote our church\rdblquote ?\par \b\i Do people trust that God is at work? \b0\i0 If so, they will be more willing to stretch and sacri\-fice. Building this spiritual environment often involves small steps of faith that build spiritual momentum toward a larger vision. As they see God working, do people ask, \ldblquote What does God want us to do next?\rdblquote Are they personally step\-ping out in faith to expand their ministry and witness?\par \pard\nowidctlpar\li204\qj\tx2534\b\i Are people growing toward spiritual maturity?\par \pard\nowidctlpar\qj\tx2534\b0\i0 Spiritual immaturity includes a weak commit\-ment to biblical values, the priority of personal interests, and the lack of a close relationship with God. I seek signs of growth, such as a growing commitment to prayer, Bible study, and ministry. I look for joy instead of duty in worship and discipleship.\par \pard Mutual trust and love, faith, and spiritual ma\-turity cannot be built overnight. Nonetheless, every good decision needs a solid foundation of proper attitudes and faith\par \par \pard\nowidctlpar\fi204\tx2239\b HEALING FROM A PAINFUL PAST\par \pard\nowidctlpar\tx2477\b0 A spirit of distrust had pervaded Parkway Church. The church had to call business meetings on three consecutive Sundays to pLVALXass a budget. People believed that the board was \ldblquote up to something\rdblquote or was trying to pull a fast one.\rdblquote\par \pard\nowidctlpar\tx2279 Several people in the congregation said, \ldblquote Our church doesn\rquote t know what it wants to be when it grows up. Who are we? Where are we going?\rdblquote\par There was also nagging criticism of the pastor. One member wrote a fifteen-page epistle that corrected the pastor\rquote s view of baptism. Another person complained that the Sunday evening service was dull. The board chairman criticized the youth pastor.\par Church atmosphere became a topic at board meetings. The pastor proposed a retreat to rehearse and evaluate the history of the church. During that retreat, marvelous stories from the church\rquote s early years came out. The church had been a training ground for evangelism, and pastors had attended its conferences from across the country. These stories were no longer told in the church because about twenty years before, the church had undergone a horrific split. The whole board had resigned, and in the course of a month, half of the five hundred members had left the church.\par \pard\nowidctlpar Some leaders wept as they remembered the pain.\par \pard\tx238\par \pard\nowidctlpar\fi233\tx2511\b\i What Would You Do?\par \pard\tx204\par \pard\nowidctlpar\tx8764 Twenty years is a long time. Could a church split from that long ago be the source of problems today? Why or why not?\par \pard\tx198\par \pard\nowidctlpar\tx204 What is the value or the danger of bringing up the past?\par \pard\tx204\par \pard\nowidctlpar\tx8764 What would you recommend that this board do next?\par \par \pard\nowidctlpar\fi233\tx2511 What Happened\par \pard\nowidctlpar\tx2477\b0\i0 The church leaders felt they needed to do something public to begin the healing process. The church\rquote s fortieth anniversary provided an opportunity.\par \pard\nowidctlpar\tx2279 The pastor preached a series on learning from Israel\rquote s history\emdash hLVALYow God works in good times and bad. He began his first sermon by reading the minutes of that church-splitting board meeting. Some people did not understand. \ldblquote Why are you dredging up the past?\rquote they asked. \ldblquote There are so few people here from that time.\rdblquote Others defended the practice, saying it was the only way to resolve the issue.\par The church also decided to hold a healing service on Good Friday. One of the most painful aspects of the split was that the entire choir had joined another church, so the congregation now joined in worship with the congregation where the choir members had gone. The service was packed. The sermon topic was \ldblquote By his wounds you were healed,\rdblquote and the service included Communion.\par \ldblquote There was a sense of sorrow and repentance followed by healing, unity, and joy,\rdblquote the pastor reports. One couple spoke to people they hadn\rquote t talked to in twenty years.\par Through this process, the pastor says, the church has become a safer, warmer, more open community.\par \pard\nowidctlpar\tx6984\i\emdash Kenneth Quick\par \pard\tx6984\par \pard\nowidctlpar\qj\tx2534\b\i0 ADVICE FROM PEACEMAKERS\par \pard\nowidctlpar\qj\b0\i Peacemaker Ministries\par \pard\qj\tx204\par \pard\nowidctlpar\fi192\qj\tx2726\i0 When a conflict between two people in a church is not properly resolved, it can infect the entire congregation. Such conflicts are often more in\-tense and destructive than those in secular orga\-nizations. Whenever people take positions based on religious beliefs, they often succumb to self-righteousness and begin to judge others\rquote motives. Thinking that they alone are defending biblical truth, they label all opposing views as unbiblical, sinful, and even \ldblquote of the enemy.\rdblquote\par \pard\nowidctlpar\fi232\qj\tx2738 Of course, some disputes in the church in\-volve nonnegotiable issues of doctrine or obedi\-ence to the Word of God. All too often, however, Christians foolishly magnify minoLVALZr theological differences, personal convictions, or matters of expediency that can unnecessarily polarize an en\-tire congregation.\par This black-and-white thinking tends to empha\-size differences, harden positions, and make con\-fession, compromise, and reconciliation extremely difficult. Church conflicts often lead to win-lose re\-sults, with the more powerful side proudly coming out on top as the weaker side is maneuvered into a resentful submission or angry exit.\par You cannot prevent conflict in the church, and God may allow conflict to encourage change and spur spiritual growth. How Christians respond to this conflict, however, determines whether it will progress into destructive sin.\par Preparing a church for conflict means deliber\-ately cultivating a peacemaking process before a conflict occurs. Romans 14:19 says, \ldblquote Let us pursue the things which make for peace and the things by which one may edify another\rdblquote (NiKjv). The church must pursue conflict resolution as it would any other ministry of the church. This includes teach\-ing God\rquote s Word, training members in reconcilia\-tion skills and principles, and making every effort \ldblquote to keep the unity of the Spirit through the bond of peace\rdblquote (Ephesians 4:3).\par To build a culture of peace, a church must prune and cultivate. It must help people put off worldly ways of resolving conflict and put on peacemaking attitudes and actions that mirror our reconciliation with God. The good news is that this work can be shared by gifted people throughout a local church. Senior pastors in particular do not have time to re\-solve everyone\rquote s conflicts. Therefore, they should follow the advice that Moses received when he became weary from serving as the sole judge for Israel: \ldblquote The work is too heavy for you; you cannot handle it alone\rdblquote (Exodus 18:18).\par As leaders and members work together to weave peacemaking into their overall discipleship, their church can cultivate a culture of peacLVAL[e. That usually involves five essential activities.\par \pard\qj\tx232\par \pard\nowidctlpar\li192\b\i 1.\tab Gain support from church leaders. \b0\i0 Although God often works through lay members of a church to initiate interest in peacemaking, cultural trans\-formation will only take place when church leaders officially support and lead this effort. It is critical that the senior pastor view peacemak\-ing as vital to the well-being and fruitfulness of the church, not just as a helpful side ministry.\par \i 2.\tab\b Form a church-reconciliation team. \b0\i0 This team is responsible for guiding educational and rec\-onciliation activities within the church. Church leaders should spearhead the team, but it may also include spiritually mature lay members who have gifts for peacemaking.\par \b\i 3.\tab Educate the congregation in peacemaking. \b0\i0 God\rquote s peacemaking principles are like yeast; the more thoroughly they are worked into a congrega\-tion, the more good they can do. This requires an ongoing effort to teach peacemaking to ev\-ery person in the church, and this is best done in two stages. Begin by presenting a preaching series that elevates the congregation\rquote s commit\-ment to peacemaking. Then encourage every person in the church to participate in a Sunday\- School class or small-group Bible study to learn peacemaking principles and discuss how they apply to conflicts in their own lives.\par \pard\nowidctlpar\li215\tx9291 4. \b\i Train gifted people as\b0 \b reconcilers. \b0\i0 Well-trained church reconcilers can help members re\-spond biblically to a wide variety of personal, family, employment, business, and even legal disputes.\par \pard\nowidctlpar\li209\b\i 5.\tab Upgrade your church\rquote s organizational docu\-ments to \b0 support \b peacemaking and reduce legal liability. \b0\i0 Churches are being sued at an alarm\-ing rate for conflict-related activities such as negligence, breach of confidentiality, defa\-mation, sexual misconduct, and intentional infliction of emotLVAL\ional distress. Judgments can be extremely costly, with church leaders sometimes being held personally responsible for the award. Upgrading church bylaws and adopting special policies for counseling, con\-fidentiality, conflict resolution, and church discipline can substantially reduce exposure to legal liability.\par \pard\par \pard\nowidctlpar\fi192\qj\tx2534\tx2726\b PROFESSIONAL HELP IN PEACEMAKING\par \pard\nowidctlpar\fi204\qj\tx2160\tx2534\tx2738\b0 The following are church-focused Christian organizations with training in congregational conflict resolution. They belong to professional organizations or associations and offer letters of reference. Most of these agencies have multiple consultants who offer training in conflict mediation or related topics.\par \pard\nowidctlpar\fi204\li266\tx2029\tx2233 The Alban Institute, Inc. Alda Whitt 7315 Wisconsin Ave., Ste. 1250W Bethesda, MD 20814-3211\par \pard\nowidctlpar\li266\tx266\tx9291 1-800-486-1318\par 1-301-718-4407, ext. 229 Fax: 1-301-718-1958 pwalker@alban.org {\field{\*\fldinst{HYPERLINK "www.alban.org"}}{\fldrslt{\ul\cf1 www.alban.org}}}\f0\fs28\par \pard\tx266\par \pard\nowidctlpar\fi204\li266\tx2029\tx2233 Bridge Builder\par \pard\nowidctlpar\li266\tx266\tx9291 Peter L. Steinke\par P.O. Box 160693\par Austin, TX 78716\par 1-512-342-8684\par Fax: 1-512-342-8684\par \pard\tx266\par \pard\nowidctlpar\fi204\li266\tx2029\tx2233 Center for Justice and Peacebuilding Ron Kraybill\par \pard\nowidctlpar\li266\tx266\tx9291 Eastern Mennonite University Harrisonburg, VA 22802\par 1-540-432-4490\par Fax: 1-540-432-4449 kraybilr@emu.edu {\field{\*\fldinst{HYPERLINK "www.emu.edu/ctp"}}{\fldrslt{\ul\cf1 www.emu.edu/ctp}}}\f0\fs28\par \pard\tx266\par \pard\nowidctlpar\fi204\li266\tx2029\tx2233 Center for Peacemaking and Conflict Studies Mark Roy\par \pard\nowidctlpar\li266\tx266\tx9291 Fresno Pacific University 1717 S. Chestnut Ave. Fresno, CA 93702\par 1-209-455-5840\par Fax: 1-209-252-4800 mediate@fresno.edu peace.fresno.edu\par \pLVAL]ard\tx266\par \pard\nowidctlpar\fi204\li266\tx2029\tx2233 Church Conflict Solutions\par \pard\nowidctlpar\li266\tx266\tx9291 Marlin Thomas\par P.O. Box 9673\par Colorado Springs, CO 80932-0673\par 1-719-380-1065\par Fax: 1-719-574-7885\par Illinois office: 1-815-625-8023\par lnfo@rrcinc.org\par \pard\tx266\par \pard\nowidctlpar\fi204\li266\tx2029\tx2233 Church Vitality Resources\par \pard\nowidctlpar\li266\tx266\tx9291 James Qualben\par P.O. Box 65059\par San Antonio, TX 78265\par 1-210-822-4273\par Fax: 1-210-822-5014\par langmarc@flash.net\par \pard\tx266\par \pard\nowidctlpar\fi204\li266\tx2029\tx2233 Conflict Management Consultants\par \pard\nowidctlpar\li532\tx2477 H.\tab Newton Malony\par \pard\nowidctlpar\li266\tx266\tx9291 Fuller Theological Seminary\par 180 N. Oakland\par Pasadena, CA 91101\par 1-626-584-5528\par \pard\nowidctlpar\li532\tx2477 Fax:\tab 1-626-584-9630\par \pard\nowidctlpar\li266\tx266\tx9291 Malony@fuller.edu\par \pard\tx266\par \pard\nowidctlpar\fi204\li266\tx2029\tx2233 Conflict Management Services\par \pard\nowidctlpar\li266\tx266\tx9291 David Brubaker\par 916 N. Cameron Ave.\par Casa Grande, AZ 85222\par 1-520-421-2134\par \pard\nowidctlpar\li532\tx2477 Fax:\tab 1-520-421-9196\par \pard\nowidctlpar\li266\tx266\tx9291 brubaker@casagrande.com\par \pard\tx266\par \pard\nowidctlpar\fi204\li266\tx2029\tx2233 Conflict Resolution & Conciliation Services Ronald C. Zabel\par \pard\nowidctlpar\li266\tx266\tx9291 10521 Judicial Dr., Ste. 207 Farfax, VA 22030\par 1-703-385-9877\par Fax: 1-703-385-4353 crcs4p@aol.com {\field{\*\fldinst{HYPERLINK "www.members.aol.com/crcs4p/peace.html"}}{\fldrslt{\ul\cf1 www.members.aol.com/crcs4p/peace.html}}}\f0\fs28\par \par \pard\nowidctlpar\fi192\li249\qj\tx2534\tx2726 Institute for Christian Mediation & Conciliation Studies\par \pard\nowidctlpar\fi204\li249\qj\tx249\tx2534\tx2738 Jim Morris\par 908 E. Magnolia Terrace\par Mustang, OK 73064\par 1-800-285-2584; 1-405-376-1381\par \pard\nowidctlpar\li249\tLVAL^x2982 Fax:\tab 1-405-376-5512\par \pard\tx249\tx566\par \pard\nowidctlpar\fi192\li249\qj\tx2534\tx2726 Life Enrichment\par \pard\nowidctlpar\fi204\li249\qj\tx249\tx2534\tx2738 Wes Roberts, Harvey Powers\par 17053 Hastings Ave.\par Parker, CO 80134\par 1-303-840-4371\par \pard\nowidctlpar\li249\tx2982 Fax:\tab 1-303-840-4372\par \pard\nowidctlpar\fi204\li249\qj\tx249\tx2534\tx2738 110072 .2534@Compuserve.com\par \pard\tx249\par \pard\nowidctlpar\fi192\li249\qj\tx2534\tx2726 Lombard Mennonite Peace Center (LMPC)\par \pard\nowidctlpar\fi204\li249\qj\tx249\tx2534\tx2738 Richard Blackburn\par 1263 5. Highland Ave., Ste. iN\par Lombard, IL 60148-4527\par 1-630-627-0507\par \pard\nowidctlpar\li249\tx2982 Fax:\tab 1-630-627-0519\par \pard\nowidctlpar\fi204\li249\qj\tx249\tx2534\tx2738 103627 .3505@Compuserve.com\par \pard\tx249\par \pard\nowidctlpar\fi192\li249\qj\tx2534\tx2726 Mediation and Dispute Resolution Services\par \pard\nowidctlpar\fi204\li249\qj\tx249\tx2534\tx2738 Alice M. Price\par P.O. Box 306\par La Jara, CO 81140\par 1-719-843-5118\par \pard\nowidctlpar\li249\tx2982 Fax:\tab same, but call first\par \pard\nowidctlpar\fi204\li249\qj\tx249\tx2534\tx2738 alicep@amigo.net\par \pard\tx249\par \pard\nowidctlpar\fi192\li249\qj\tx2534\tx2726 Mennonite Conciliation Service (MCS)\par \pard\nowidctlpar\fi204\li249\qj\tx249\tx2534\tx2738 Carolyn Schrock-Shenk\par 21 5. 12th St.\par P.O. Box 500\par Akron, PA 17501-0500\par 1-717-859-3889\par \pard\nowidctlpar\li249\tx2982 Fax:\tab 1-717-859-3875\par \pard\nowidctlpar\fi204\li249\qj\tx249\tx2534\tx2738 MCS@mccus.org\par \pard\tx249\par \pard\nowidctlpar\fi192\li249\qj\tx2534\tx2726 Ministry of Reconciliation\par \pard\nowidctlpar\fi204\li249\qj\tx249\tx2534\tx2738 Bob Gross\par 4898 E 1400 N\par North Manchester, IN 46962\par 1-219-982-7751\par \pard\tx232\par \par \pard\nowidctlpar\li249\tx2982 Fax:\tab 1-219-982-7751 bgross@igc.org\par \pard\tx249\tx566\par \pard\nowidctlpar\fi192\li249\qj\tx2534\tx2726 PeacemakLVAL_er Ministries Gary Friesen, Peggie Smith 1537 Avenue D, Ste. 352 Billings, MT 59102\par \pard\nowidctlpar\fi204\li249\qj\tx249\tx2534\tx2738 1-406-256-1583\par \pard\nowidctlpar\li249\tx2982 Fax:\tab 1-406-256-0001 peace@mcn.net {\field{\*\fldinst{HYPERLINK "www.peacemaker.net"}}{\fldrslt{\ul\cf1 www.peacemaker.net}}}\f0\fs28\par \pard\tx249\tx566\par \pard\nowidctlpar\fi192\li249\qj\tx2534\tx2726 Shawchuck & Associates, Ltd.\par \pard\nowidctlpar\fi204\li249\qj\tx249\tx2534\tx2738 Cannonball Trail\par 7905 64th Ave. SW\par Leith, ND 58529\par 1-701-584-3002\par \pard\nowidctlpar\li249\tx2982 Fax:\tab 1-701-584-3245\par \pard\nowidctlpar\fi204\li249\qj\tx249\tx2534\tx2738 nDAKOTAs@tic.bisman.com\par \pard\tx249\par \pard\nowidctlpar\fi192\li249\qj\tx2534\tx2726 Straus Institute for Dispute Resolution Larry 0. Sullivan Pepperdine University School of Law 24255 Pacific Coast Hwy. Malibu, CA 90263-4655\par \pard\nowidctlpar\fi204\li249\qj\tx249\tx2534\tx2738 1-310-456-4655\par \pard\nowidctlpar\li249\tx2982 Fax:\tab 1-310-456-4437 losulliv@pluto.pepperdine.edu {\field{\*\fldinst{HYPERLINK "http://law.pepperdine.edu/straus"}}{\fldrslt{\ul\cf1 http://law.pepperdine.edu/straus}}}\f0\fs28\par \pard\tx249\tx566\par \pard\nowidctlpar\fi192\li249\qj\tx2534\tx2726 Trinity Center for Conflict Management\par \pard\nowidctlpar\fi204\li249\qj\tx249\tx2534\tx2738 Terry Wise\par P.O. Box 717\par 4233 Medwel Dr.\par Newburgh, IN 47629-0717\par 1-812-853-0611\par \pard\nowidctlpar\li249\tx2982 Fax:\tab 1-812-858-6403\par \pard\nowidctlpar\fi204\li249\qj\tx249\tx2534\tx2738 75413.22@compuserve.com\par {\field{\*\fldinst{HYPERLINK "www.trinitysem.edu"}}{\fldrslt{\ul\cf1 www.trinitysem.edu}}}\f0\fs28\par \pard\par CHAPTER 6\par LITIGATION\par \par IN THIS CHAPTER \par YOUR NINE GREATEST LEGAL RISKS 173\par \par \pard\nowidctlpar\qj\tx2534\b YOUR NINE GREATEST LEGAL RISKS\par \b0\i by Richard R. Hammar, editor of the \i0 Church Law \i & \i0 Tax Report\par Churches face an increasingly litigLVAL`ious society today. Over the past several years, church litiga\-tion has dramatically increased, according to the annual church litigation survey conducted by \i Church Law & Tax Report \i0 newsletter. The number of churches actually sued by church members is on the increase, according to church safety con\-sultant Jeff Hanna.\par \pard\nowidctlpar\fi192\qj\tx2534\tx2726 Some of the most significant legal risks facing churches and church leaders today include the following:\par \pard\qj\tx204\par \pard\nowidctlpar\fi204\qj\tx2738\b\i 1. Negligent selection of church workers. \b0\i0 Negligent selection suggests failure to exercise reason\-able care in choosing church workers such as bus drivers and bookkeepers. The most signifi\-cant risk is in selecting employees and volun\-teers who work with minors.\par \pard\nowidctlpar\fi192\qj\tx2726 Many churches have been sued because an inadequately screened worker sexually molested a child. Despite the media publicity of this issue over the past several years, many churches still do not screen volunteers who work with children. That means that a stagger\-ing number of churches are exposing their most innocent members to possible abuse and open\-ing their churches to potentially astronomical jury verdicts that may not be fully covered by liability insurance. The good news is that you can take simple steps to significantly reduce the likelihood of such an incident, such as requiring written applications for all workers, checking references, doing criminal-records checks, and requiring church membership for at least six months prior to working at your church.\par \pard\nowidctlpar\li181\qj\b\i 2.\tab Negligent retention of church staff \b0\i0 A church may have used reasonable care in selecting youth workers, but it is still responsible for their mis\-conduct if it retains them after learning that they are potentially harmful to others.\par \pard\nowidctlpar\fi192\li209\qj\tx2534\tx2726 For example, a church hires an associate pastor and later learns that tLVALahe pastor was dismissed by another congregation because of inappropriate sexual contact. The church keeps the pastor on. Months later, a woman in the church says that she has had a sexual rela\-tionship with the pastor. The woman could sue the church on the basis of negligent retention. While churches cannot eliminate this risk, they can take steps to reduce their liability.\par Whenever a church leader receives cred\-ible information suggesting that a church em\-ployee or volunteer may be of harm to others, the church should do an immediate, thorough investigation. Then the church must respond ap\-propriately to the information. If there is credible evidence to support a victim\rquote s allegations, then the church must impose appropriate restrictions on the alleged wrongdoer. These will vary, de\-pending on the nature and severity of the alleged wrongs and the strength of the evidence.\par If a church ignores credible evidence of wrongdoing and imposes no restrictions on the alleged wrongdoer, it is exposed to liabil\-ity based on negligent retention from the time that it learns of the allegations. Churches that ignore such allegations face a number of risks in addition to negligent retention, including li\-ability based on \ldblquote ratification\rdblquote of the minister\rquote s actions, punitive damages, which are not cov\-ered by insurance, and possible personal liabil\-ity for members of the church board or hiring committee.\par \pard\nowidctlpar\li181\qj\b\i 3.\tab Negligent supervision of church staff and activi\-ties. \b0\i0 Churches may be liable for injuries sus\-tained during inadequately supervised church activities if they have failed to exercise reason\-able care.\par \pard\nowidctlpar\fi192\li209\qj\tx2534\tx2726 Churches have been sued for negligent su\-pervision in several contexts, including child molestation, injuries to children participating in church-sponsored events, and injuries to infants in a church nursery. Churches are not guarantors of the safety and well-being of LVALbthose participating in their programs and activities. Generally, they are responsible only for those injuries that result from their negligence.\par Churches can take a number of precautions to reduce the risk of liability based on negligent supervision. For example, adopt a two-adult policy specifying that no minor may be alone with an adult during any church activity. This rule reduces the risk of actual or false accusa\-tions of child molestation. Be especially careful in planning youth activities such as field trips and camping. It is essential that an adequate number of adults be present.\par \pard\nowidctlpar\li181\b\i 4.\tab Negligent and irresponsible counseling practices.\par \pard\nowidctlpar\li209\qj\tx2534\b0\i0 Most churches offer some form of counsel\-ing services by a pastor or layperson. Some churches limit these services to members of the congregation, while others offer them to the public. Some churches use counselors or psychologists who are licensed by the state, while others use unlicensed laypersons with little if any professional training.\par \pard\nowidctlpar\fi192\li209\qj\tx2534\tx2726 Counseling services can provide a needed service to a community. However, there are a number of important legal concerns involved, including negligent counseling, sexual miscon\-duct, maintaining confidences, and the unau\-thorized practice of psychology or counseling by unlicensed persons. Churches that offer counseling services can reduce these legal risks in various ways.\par Adopt a policy that prohibits any male minis\-ter or staff counselor from privately counseling a woman. Since the vast majority of inappropri\-ate sexual behavior cases involve male coun\-selors and female counselees, churches can significantly reduce their risk by using women to counsel women.\par \pard\nowidctlpar\li198\qj\tx2534 Install a window in the pastor\rquote s office so that all counseling sessions are clearly visible to of\-fice staff. Of course, such precautions are only effective if other staff membLVALcers are present and visible throughout the counseling session. The church should implement a policy that limits counseling sessions to office hours when other staff are present.\par Both pastors and unlicensed lay counselors should know when to refer cases to a profes\-sional counselor.\par \pard\nowidctlpar\fi192\li198\qj\b\i 5.\tab Failure to report child abuse. \b0\i0 Child abuse is epi\-demic in our country. Ministers often learn of abuse during counseling or from reports they receive from nursery or youth workers. In many states, ministers are \ldblquote mandatory report\-ers,\rdblquote meaning that they can be criminally liable for failing to report abuse. Several states now allow a minister to be sued for monetary dam\-ages by a victim of child abuse who discovers that the minister was aware of the abuse but did not report it.\par \pard\nowidctlpar\li198\qj\tx2534 A number of courts have rejected the de\-fense made by some ministers that they failed to report abuse because they wanted to deal with the problem \ldblquote within the church\rdblquote as a mat\-ter of discipline. However; some states excuse ministers from the reporting obligation if they learn of child abuse in the course of a \ldblquote privi\-leged communication.\rdblquote Be sure to check your state law at least twice a year, since this area of law changes frequently.\par \pard\nowidctlpar\fi204\li226\qj\b\i 6.\tab Securities law violations\b0 . \i0 The Uniform Securi\-ties Act, which has been adopted by a majority of states, defines a \i security \i0 as a wide range of in\-vestments, including bonds, promissory notes, and many church fund-raising campaigns.\par \pard\nowidctlpar\li198\qj\tx2534 Most securities laws were enacted to pro\-tect the public against fraudulent and deceptive practices in the sale of securities and to provide full and fair disclosure to prospective investors. They impose the following conditions on the sale of securities: (1) registration of proposed securities with the federal or state govern\LVALd-ment in advance of sale, (2) filing of sales and advertising literature with the federal or state government, (3) registration of agents and bro\-ker-dealers who will be selling the securities, and (4) prohibition of fraudulent practices.\par Although the federal government and most states exempt securities offered by any organi\-zation \ldblquote organized and operated not for private profit but exclusively for a religious. . . purpose\rdblquote from registration, some states \i do not \i0 exempt re\-ligious organizations. Others impose conditions on the exemption, and many require that an ap\-plication for exemption (or notice of exemption) be submitted and approved before an exemp\-tion is recognized.\par All church securities are subject to some de\-gree of regulation, but the specifics vary from case to case. Church leaders should not con\-sider raising funds through securities without the counsel of a securities attorney.\par \pard\nowidctlpar\fi192\li198\qj\b\i 7.\tab Violating employment laws.\b0 \i0 The risk of liability for employment practices increases with the number of employees. \ldblquote Wrongful termination\rdblquote of an employee can result in liability. Let\rquote s say that a church dismisses an employee who later sues the church, claiming that the termination was wrongful. In most states, employees who are hired for an indefinite period are considered at-will employees. This means that the employ\-ment relationship may be terminated at any time by either the employer or the employee, with or without cause, and with or without notice.\par \pard\nowidctlpar\li198\qj\tx2534 The courts and state legislatures have cre\-ated several exceptions to the at-will rule. These exceptions limit the right of an employer to ter\-minate an at-will employee. Employees who are hired for a specific term are not at-will employ\-ees, and they maybe terminated only if the em\-ployer has good cause.\par Churches must engage in interstate commerce and have at least fifteen employees to be subjeLVALect to federal laws banning discrimina\-tion in employment on the basis of race, na\-tional origin, sex, or disability. No federal law prohibits churches from discriminating on the basis of sexual orientation. Several states have such laws, but they exempt churches. The courts have also ruled that religious organiza\-tions may discriminate on the basis of religion in their employment decisions, but they must be consistent. A church that dismisses only fe\-male employees on the basis of adultery could not justify this practice as permissible religious discrimination.\par \pard\nowidctlpar\fi221\qj\tx204 Church leaders should seek the assistance of an attorney when considering the termination or discipline of an employee, or any employment action that may violate a state or federal discrimi\-nation law. Employment practices are not cov\-ered under most church insurance policies.\par \pard\nowidctlpar\fi192\li192\qj\b\i 8.\tab Exerting undue influence in estate matters. \b0\i0 Over the next several years, more wealth will be transferred intergenerationally in this country than at any time in human history. There has never been a greater opportunity for churches to benefit from this wealth by emphasizing stewardship. Recognize, however, that gifts to churches may be challenged by the donor\rquote s family, who may argue that the church exerted \ldblquote undue influence\rdblquote on the donor. Courts con\-sider several factors in deciding whether un\-due influence occurred, including the age and mental health of the donor, the donor\rquote s prior giving practices, and recourse to independent legal advice.\par \pard\nowidctlpar\fi221\qj\tx204 Many disinherited heirs who file such law\-suits recognize that they have a weak case, but they sue anyway, hoping that the church will settle out of court rather than risk adverse pub\-licity. After all, what church wants to be publicly accused of coercing elderly members into mak\-ing gifts to them?\par Think again. Undue influence is very diffi\-cult to prove,LVALf particularly if the donor was in reasonably good mental and physical health at the time the will was executed. If you become aware that an elderly or infirm person is donat\-ing a portion of his or her estate to the church, you can reduce the risk of lawsuit by ensuring that the person uses an attorney to draft the will or trust. Ideally, the attorney should not be a member of your church.\par Finally, recognize that church leaders have a moral obligation to implement the estate plans of deceased members as long as they are satisfied that no improper influence was exercised. If a deceased member intended that a portion of his or her estate be distributed to the church, and church leaders too quickly succumb to threats of attorneys hired by disgruntled family mem\-bers, then they have violated a sacred trust.\par \pard\nowidctlpar\fi192\li192\qj\b\i 9.\tab Personal liability of church board members. \b0\i0 Tra\-ditionally, the officers and directors of nonprofit corporations have performed their duties with little risk of personal legal liability.\par \pard\nowidctlpar\fi221\qj\tx2534 In recent years, however, church officers and directors have been personally sued on several grounds, including (1) negligent operation of a church vehicle, negligent supervision of church workers and activities, copyright infringement, and wrongful termination of employees; (2) executing a contract without authorization; (3) violating one of the \ldblquote fiduciary duties\rdblquote that ev\-ery officer or director owes to a corporation, in\-cluding due care and loyalty to the corporation; (4) selling securities without registering as an agent, or engaging in fraudulent activities in the offer or sale of church securities; (5) willfully failing to withhold or pay federal payroll taxes to the government; and (6) approving a loan to an officer or director.\par A number of states have adopted statutes that limit the liability of uncompensated directors of nonprofit corporations for ordinary negligence. These laws do nLVALgot protect officers and directors who are compensated for their duties or those who engage in gross negligence or intentional misconduct.\par \ldblquote Directors and officers\rdblquote insurance provides coverage for various acts committed by board members in the course of their official duties. Such insurance may offer coverage for claims that are excluded under a church\rquote s general liabil\-ity policy. It also may cover acts not protected by the federal and state charitable immunity laws.\par \par CHAPTER 7\par CHURCH DISCIPLINE\par IN THIS CHAPTER \par WHEN CHURCH MEMBERS NEED CORRECTING 177\par \par \pard\nowidctlpar\tx408\tx2539 An interview with Ken Sande of Peacemaker Ministries in Billings Montana\i\par \pard\nowidctlpar\tx379\tx2568\tab\i0\par \pard\nowidctlpar (2)\tab\b\i How do churches need to think differently about church discipline?\par \pard\nowidctlpar\tx379\tab\b0\i0 The word \i discipline \i0 describes two aspects of church life. First, there \i is formative discipline. \i0 This is bringing people to maturity in Christ in the way that a football coach disciplines his team through daily practices. It includes encouragement, prac\-tice, instruction, and showing people what is right and good. A church does this through its ministries.\par \pard\nowidctlpar\tqc\tx141\tqc\tx453\tqc\tx2562 The second category is \i corrective discipline.\par \tab \i0 This occurs when someone swerves off the path.\par \tab\tab When a football player is not paying attention, when he is proud or defiant, the coach will make the player run laps. When a brother or sister gets off track in the church, we use corrective disci\-pline to restore and redeem them and set them back on course.\par \pard\nowidctlpar\tx181\tab\par \pard\nowidctlpar\tx566\tx2551\tab\b\i How is this most effectively done?\par \pard\nowidctlpar\tx379\tx2568\tab\b0\i0 Formative and corrective disciplines are best done through personal relationships. A small group is an ideal place for this. Small groups can uncoveLVALhr problems before they get out of hand, and relation-ships built on love and respect can help a brother or sister to remedy a situation early.\par \pard\nowidctlpar\li2801\tx2800\par \pard\nowidctlpar I have an example from early in my marriage. A friend took me out to lunch and gently confronted me about a joke I had told about my wife on Sun\-day. He was concerned that the joke had hurt her. I promised to go home and ask my wife about it. When I did, she broke into tears. I would prob\-ably still be telling that joke today if a brother had not lovingly confronted me with something he thought was hurting my marriage.\par \pard\nowidctlpar\fi243\qj When we are in close relationships with others, we can detect dangerous patterns earlier, and in a small group we have two or three others who are looking into our lives. Only later; in higher levels of discipline, should the ecclesiastical order come into play.\par \pard\qj\tx243\par \pard\nowidctlpar\fi192\qj\tx2726\b\i What happens when a disciplinary issue involves more of the church? What should guide leaders?\par \pard\nowidctlpar\qj\b0\i0 Leaders need to understand the three motives for discipline. First, discipline is meant to re\-store someone caught in sin. Discipline should be redemptive, not punitive. Unfortunately, most churches don\rquote t employ formal discipline until of\-fenses are so terrible, relationships so shattered, and patterns so engrained that the chances of re\-storing someone are very small.\par \pard\nowidctlpar\fi243\qj Second, discipline is used to protect the rest of the body. A deacon in a church I was helping was involved in some immoral behavior. Nothing was done; people looked the other way because they didn\rquote t want to be judgmental. Soon another person was involved, and eventually the pastor was caught up in the sin. Many churches are like a doctor who waits so long to do surgery that a cancer has dangerously spread.\par \pard\nowidctlpar\fi243\qj\tx2738 The third purpose of discipline is to guard the honoLVALir of God\rquote s name. When the church knows of sin and does nothing about it, people will not only mock the church; they will also mock God.\par \pard\tx243\par \pard\nowidctlpar\tx2982\b\i Can you give an example of a church that ap\-proached discipline with these three principles?\par \pard\nowidctlpar\qj\b0\i0 I know of a situation in which a man was abusing the trust he had established with other believers. He was persuading elderly people in the church to invest in a risky business deal. After receiving thousands of dollars from them, he was unable to deliver a return on their investment.\par \pard\nowidctlpar\fi243\qj Church leaders approached him, and at first they were very understanding and patient. Later, they realized that the man was stringing them along as well. They finally put some pressure on him to return the money or face formal discipline. Eventually he did return the money.\par The more powerful outcome came through the disciplinary action of the elders through counsel, teaching, and prayer. The man finally came to repentance and uncovered his lifelong habit of seeking wealth by putting other people\rquote s money at risk. When God convicted him, he requested to go before the whole congregation on Sunday and confess his sin.\par \pard\qj\tx243\par \pard\nowidctlpar\fi192\qj\tx2726\b\i Do you recommend public confession on a Sun\-day morning where visitors may be present?\par \pard\nowidctlpar\qj\b0\i0 On this Sunday, after the man\rquote s confession, one of the women who had been most vocal in her anger toward him walked to the front of the church and said, \ldblquote I\rquote m the one who needs forgiveness more than he does. I have been murdering him in my heart.\rdblquote She turned to him and said, \ldblquote I forgive you; will you please forgive me?\rdblquote\par \pard\nowidctlpar\fi243\qj That is a Sunday when you want visitors pres\-ent, so they can see the gospel lived out in a power\-ful way. In this case, the sinner was restored, the body was protected, and LVALjGod was honored.\par \pard\qj\tx243\par \pard\nowidctlpar\fi192\qj\tx2726\b\i Why\b0 \b are some churches reluctant to employ church discipline today?\par \pard\nowidctlpar\qj\b0\i0 Clearly, our culture is seeping into the church. There is a general breakdown in respect for au\-thority and an increasing attitude of individualism that says no one can tell me what to do. Many church members also believe that everything should be handled democratically.\par \pard\nowidctlpar\fi243\qj Some think that issues of discipline should be brought before the whole congregation. I have rarely seen a restorative outcome from this ap\-proach. Most congregations encompass a wide spectrum of maturity; some members are very softhearted and don\rquote t want to see anyone disci\-plined, while others are very harsh and legalistic.\par \pard\nowidctlpar\par \pard\nowidctlpar\qj Gathering immature people together for a con\-gregational vote will not yield restoration, under\-standing, or redemption.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\b\i Are there legal dangers for pastors and leaders as well?\par \b0\i0 We frequently hear from pastors who are planning to discipline a member for egregious behavior; but before anything can be done, they get a phone call from an attorney threatening a lawsuit if the church says anything publicly about the member\rquote s behavior.\par \pard\nowidctlpar\fi215\qj\tx2726 The average pastor tends to back off, and that is the end of that. The church may have avoided a lawsuit, but they will have done nothing to restore the errant brother or sister or to protect the church from further problems.\par \pard\qj\tx215\par \pard\nowidctlpar\qj\b\i What can church leaders do to overcome the dangers of using discipline?\par \pard\b0\i0 Take God at his word. The Bible consistently pre\-sents discipline as an act of love and redemption. We have to lose the cultural idea that accountabil\-ity and discipline are bad things.\par \pard\nowidctlpar\fi215\qj\tx2534\tx2726 Second, realize tLVALkhat preparation is 99 percent of the battle. Most churches do not prepare their congregations for discipline until a crisis hits. You can\rquote t just teach these things in one sermon. We need to be teaching the significance of discipline and its blessings long in advance of a crisis.\par It is also crucial to obtain \i informed consent. \i0 This legal action is the only reliable defense against be\-ing sued. Informed consent means that the people in the church know what the Bible says about discipline, understand exactly what the process involves, and have agreed to submit to the pro\-cess. This usually takes the form of a membership.\par If we do not intentionally prepare our congre\-gations for discipline, we will undermine their effectiveness and leave ourselves vulnerable to lawsuits. With the right preparation, we can pro\-ceed with discipline without looking fearfully over our shoulders.\par \pard\qj\tx215\par \pard\nowidctlpar\qj\tx2534\b\i In environments where people are less commit\-ted to one particular church, how can we pre\-pare for discipline?\par \b0\i0 I believe that if churches allow a lack of commit\-ment for an extended period of time, they are in error both biblically and legally. We should be call\-ing people to make a formal commitment to mem\-bership. Years ago, a move from church to church required a letter of transfer. This maintained ac\-countability and discipline.\par \pard\nowidctlpar\fi215\qj\tx2534\tx2726 Our situation today is like allowing all the kids in the neighborhood to play in your backyard. If they are destructive, you will have a hard time responding because they are not your children and you are limited in the discipline you can use. Today, churches allow people to come in and play church year after year, but when there is a seri\-ous problem, the church\rquote s ability to deal with it is limited.\par \pard\qj\tx215\par \pard\nowidctlpar\qj\tx2534\b\i So the answer is a clearer commitment to membership?\par \b0\i0 Yes, we need a clear commitment tx LVAL o membership, and we need churches in a community working together to discourage church hopping. In some communities, churches have begun to sign cove\-nants of cooperation, saying that they will not allow people to move from church to church, causing the same problems wherever they go. Our present culture makes redemptive church discipline more challenging, but I don\rquote t think it is impossible.\par \pard\par \cf2\f1\fs29\par } LVALu^5m{\rtf1\ansi\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\froman\fprq2\fcharset0 Times New Roman;}{\f2\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\lang1033\f0\fs28 CL 183-208\par PART 4\par CONSTRUCTION AND RENOVATION\par CHAPTER 1\par DECIDING WHETHER TO BUILD\par \par IN THIS CHAPTER\par THE ULTIMATE BUILDING PROGRAM 183\par WHEN NOT TO BUILD 185\par WHEN BUILDING IS BETTER 185\par TRANSITIONING TO BUILDING 186\par CHURCH BUILDING RESOURCES 187\par \par \pard\nowidctlpar\li204\qj\tx204\b THE ULTIMATE\par BUILDING PROGRAM\par \pard\nowidctlpar\li210\qj\tx209\b0\i by Lee Eclov, senior pastor of Village Church in Lincolnshire, Illinois\par \pard\qj\tx209\par \pard\nowidctlpar\li215\qj\tx215\i0 The building committee is meeting with the con\-tractor again. The blueprints are on a table with tile and carpet samples. \ldblquote The children\rquote s leaders want more storage,\rdblquote someone says. Another asks, \ldblquote Will there be enough outlets in the foyer?\rdblquote\par \pard\nowidctlpar\fi233\li215\qj\tx215\tx447\ldblquote We\rquote re going to have a delay in getting the doors,\rdblquote the contractor slips in. \ldblquote And it looks like the city is going to require a bigger barrier around the air-conditioning unit.\rdblquote And so it goes in the unseen, unheralded work of a church building program.\par There is another building project going on that is less visible than brick and mortar. It is like a shadow of the building people see. It is the pastor\rquote s job to be the general contractor for that building not made with hands nor resting on cement. As Paul says in Ephesians 2:22, \i\ldblquote You \i0 too are being built together to become a dwelling in which God lives by his Spirit.\rdblquote\par \pard\qj\tx215\tx447\par \pard\nowidctlpar\li221\qj\tx221\b More Than Walls\par \pard\nowidctlpar\li215\qj\tx215\b0 When Nehemiah traveled to Jerusalem to oversee LVALnthe rebuilding of the walls, he understood that he was really supervising two projects\emdash one seen and one unseen. He knew, for example, that in the au\-dacious project to rebuild the city walls, he was re\-ally rebuilding God\rquote s people. They had been living in the rubble of past defeats under the thumb of their enemies, and they had become increasingly careless about their own spiritual condition.\par \pard\nowidctlpar\qj\tx209 Imagine the effect on these demoralized people when they saw priest and goldsmith, shepherd and perfume maker, all lifting boulders and re\-pairing gates. Imagine what it did for their faith in God to see walls rising out of rubble, even as they kept their hands on their weapons in defense of the project. God was unmistakably present in their unity, their growing jealousy for God\rquote s honor, and the organized efficiency of their workforce.\par So it is with churches that undertake a great building project in the Lord\rquote s name. Critics will sometimes wonder if all that money and effort would not better be spent in some mission work, and that is a question to be carefully considered. God often challenges a church to build up its walls because it is a time of enormous spiritual opportu\-nity and growth.\par Here is what Nehemiah teaches the pastor about leading people through a construction project:\par \pard\sl-243\slmult0\qj\tx204\fs20\par \pard\nowidctlpar\li181\qj\tx215\b\i\fs28 The pastor must inspire people to do a daunting task. \b0\i0 Hopefully other church leaders will work with contractors and bankers, but the pastor must be chief among the encouragers. He must point to God\rquote s strength and mission with confidence and constantly fortify God\rquote s people with prayers and preaching.\par \b\i The pastor must\b0 \b help people work together.\par \pard\nowidctlpar\fi233\li204\qj\tx447\b0\i0 Nehemiah 3 rather tediously lists the names and locations of the builders, but this disparate group of people from all locations and stations in life isLVALo a tribute to Nehemiah\rquote s team building. Building projects generate competition. There is enough money to equip either the kitchen or the worship center, and someone will be unhappy with either choice. The pastor\rquote s job is not to weigh in with his preferences but to en\-sure that God\rquote s people \ldblquote live together in unity\rdblquote (Psalm 133:1).\par \pard\nowidctlpar\li181\qj\tx215\b\i\f1\fs24 The pastor must guard the builders against enemies. \par \b0\i0\f0\fs28 Whether it is an obstinate local gov\-ernment, cranky neighbors, or naysayers from within the church, enemies threaten every church building project. The pastor must re\-mind people to pray and to claim God\rquote s promises to guard their hearts and work against such enemies.\b\i\par \pard\nowidctlpar\li181\tx181 The pastor must\b0 \b be aware of breaches of holi\-ness. \b0\i0 For Nehemiah and Ezra, those breaches were pagan marriages that brought false gods into Israelite homes, and the injustice of rich people taking advantage of the poor. God may use a building project to force unholiness out of its dark closet into the light of day. The pas\-tor must rally other leaders to help root out ungodliness, for whatever is built by an unholy people is built on sand, not stone.\par \b\i The pastor must proclaim God as the master builder.\b0 \i0 When opposition was most daunting, Nehemiah gathered all the people and said, \ldblquote Remember the Lord, who is great and awe\-some\rdblquote (Nehemiah 4:14). After the walls were finished and the people crumbled in sorrow upon realizing how poorly they measured up to God\rquote s law, Nehemiah said to them, \ldblquote Do not grieve, for the joy of the Lord is your strength\rdblquote (Nehemiah 8:10). We must show God\rquote s great\-ness again and again throughout construction lest people begin to think that they are the ones to be applauded.\par \pard\nowidctlpar\fi-181\li181\tx181\b\i The pastor must guide the people in steward\-ship.\b0 \i0 A building program alwayLVALps costs more than a church has. Building is inevitably an enormous test of financial sacrifice and faith. When our church went through the capital campaign that preceded our building, I pointed out in a sermon on the parable of the persistent widow (Luke 18:1-8) that there are two secrets of Christian giving. The secret to giving more than we have been giving is sacrifice. The se\-cret to giving more than we have is prayer.\par \pard\tx181\par \pard\nowidctlpar\tx204 Jesus ended the strange parable of the unjust stew\-ard by saying, \ldblquote If you have not been trustworthy in handling worldly wealth, who will trust you with true riches?\rdblquote (Luke 16:11). But the converse is also true. If we can lead our congregations in trustworthy stewardship that is sacrificial, joyful,\par \pard\nowidctlpar\qj\tx204 and faith filled, the Lord will bless us with true riches. That is the true goal of a pastor\rquote s building program.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx209\b WHEN NOT TO BUILD\par \pard\nowidctlpar\qj\tx215\b0\i by Ray Bowman, founder of Living Stones Associ\-ates, a church consulting team, and Eddy Hall, senior consultant at Living Stones Associates\par \pard\tx204\par \pard\nowidctlpar\qj\tx204\i0 As an architect for thirty years, my job was design\-ing buildings that church people expected. When I became a consultant, however, I started ask\-ing questions about ministry and outreach. I re\-thought the conventional wisdom I had embraced as an architect and decided that \cf1\b most churches build too big, build too soon, or build the wrong building.\par \pard\nowidctlpar\fi249\li215\qj\tx447\cf0\b0 I became convinced that the single most valu\-able lesson a church can learn about building is when \i not \i0 to build.\par \pard\qj\tx249\par \pard\nowidctlpar\qj\b The Motivation Test\par \b0 Years ago, a\b \b0 church hired me to design a\b \b0 sanctuary for them. Yet they were in a good location, and the congregation had never filled the facility it had. I asked the LVALqpastor why he wanted a new building. \ldblquote The first reason,\rdblquote he answered, \ldblquote is that these peo\-ple haven\rquote t done anything significant for twenty-five years. This is a way to get them to do something sig\-nificant. Second, a building program will motivate them to give more. Third, a building program will unite the people behind a common goal.\rdblquote\par \pard\nowidctlpar\qj\tx447 This pastor was trying to do something that never works\emdash solve nonbuilding problems with a building. Ask yourself what you are hoping to achieve by building.\par \pard\qj\tx249\par \pard\nowidctlpar\qj\b The Need Test\par \b0 As I studied a Philadelphia church, I agreed that it had a space problem. Building was the obvious solution, but it was also the wrong solution.\par \pard\nowidctlpar\fi249\li215\qj\tx447\ldblquote I found a room filled with boxes,\rdblquote I told the board. \ldblquote Boxes don\rquote t need heat, lighting, windows, or carpet, do they?\rdblquote A low-cost storage building\par \pard\nowidctlpar\qj could free that space for educational use. The wall between the existing sanctuary and foyer could be removed to enlarge the worship area. A modest addition could provide the congregation with a larger foyer and make it practical to hold two Sunday services.\par \pard\nowidctlpar\fi249\li215\qj\tx447 Instead of a costly building program, a little re\-organizing and a simple addition filled the need and saved hundreds of thousands of dollars.\par Before building, consider every possible way of rearranging your current facility for increased efficiency.\par \pard\qj\tx249\par \pard\nowidctlpar\qj\tx221\b The Financial Test\par \pard\nowidctlpar\qj\tx204\b0 The Philadelphia church was still in debt for its existing building, and the loan payment on a new building would have been larger than the congre\-gation could have met. I recommended instead that this congregation pay off its existing mortgage and save for future building needs. The thousands of dollars saLVALrved on interest would be freed up for the church\rquote s true work of ministering to people.\par \pard\nowidctlpar\fi249\li215\qj\tx447 The church followed this plan, paying off its debt and setting aside funds for an anticipated building program in five years. Because they are not saddled with debt, they are free to invest more money in their Christian school and an inner-city mission in a nearby neighborhood. A church is only ready to build when doing so will not detract from its current mission.\par \pard\qj\tx249\par \par \pard\nowidctlpar\qj\tx209\b WHEN BUILDING IS BETTER\par \pard\nowidctlpar\tx181\b0 by Greg Lefler, principal architect with Lejier and Associates, Thousand Oaks, California, and Robert H. Welch, dean of the School of Educational Ministries at Southwestern Baptist Theological Seminary in Fort Worth, Texas\i\par \pard\tx204\par \pard\nowidctlpar\qj\tx204\i0 When choosing between building and remodeling, first have your facility evaluated by a competent professional. He or she can make a detailed inven\-tory of the building\rquote s good and bad characteristics and help you develop a long-term plan for accom\-modating growth.\par \pard\nowidctlpar\li2069\qj\tx204\par \pard\nowidctlpar\qj\tx204 Have the building surveyed to determine the ex\-tent of the needed modifications, and compute the cost-benefit ratio of renovation costs against what you will actually achieve. You may find that every\-thing you truly need can be gotten by renovating or adding space. On the other hand, you may find that updating or repairing your current facility will eventually cost more than building new.\par For example, one church with a construction budget of $1.2 million contracted an architectural firm to design a new sanctuary. After reviewing the existing sanctuary, the architect proposed a renovation for $300,000 that would seat fifty more people than the proposed new sanctuary. While such a solution is not always possible, this is a good example of what can happen with proper evalua\-tioLVALsn and planning by a trained professional.\par \pard\nowidctlpar\qj\tx209\b Determining Factors\par \pard\nowidctlpar\qj\tx215\b0 Some of the key factors that determine the feasi\-bility of remodeling versus building include the following:\par \pard\tx204\par \pard\nowidctlpar\fi233\li192\qj\tx447\b\i Outdated planning. \b0\i0 Many aging churches were built to meet the needs of a local parish many years ago. Sunday-school rooms were small, and sanctuaries were cramped. Today, congregations require larger spaces for study, recreation, and worship. Some facilities cannot be renovated to meet contemporary needs. \par \b\i Layout. \b0\i0 Churches that grow over time without a master plan can become a maze of dysfunc\-tional parts. Remodeling isn\rquote t always possible because certain walls and posts are load bear\-ing and cannot be removed without costly modifications. Often, the only option is to tear up the maze and start again.\par \pard\nowidctlpar\li175\qj\tx209\b\i Hidden costs. \b0\i0 Building-code restrictions can drive the cost of renovation far beyond ex\-pected costs. Updating a facility\rquote s electrical, plumbing, heating and cooling, and fire-pre\-vention standards can often cost more than tearing it down and starting over.\par \b\i Logistics.\b0 \i0 If you cannot maintain worship ser\-vices during construction, alternate facilities will have to be secured, and those costs must be factored into your evaluation.\par \pard\qj\tx175\par \pard\nowidctlpar\li2058\qj\tx215\b Thinking Ahead\par \pard\nowidctlpar\fi233\li215\qj\tx447\b0 Many churches begin to consider remodeling or rebuilding when their sanctuary or classrooms be\-gin to feel cramped. Churches should recognize the \ldblquote 80 percent rule,\rdblquote which takes into account our society\rquote s insistence on personal space. Regardless of how large a facility is, it should be considered full when it reaches 80 percent of its capacity. If the building fills beyond that, people will uncon\-sciously shy away from it becLVALtause they will feel their personal space is being violated.\par \pard\nowidctlpar\fi175\qj Several needs beyond space should be taken into account when determining what a renovated or rebuilt facility should include. Think beyond added sanctuary and educational space to con\-sider your future needs in the following areas:\par \pard\qj\tx175\par \pard\nowidctlpar\li175\tx181\b\i Parking. \b0\i0 One acre of land allows a church to park about one hundred cars. A realistic ratio is one parking space for every 2 to 2.5 indi\-viduals in a worship service. If your church continues to expand, where will people park? Is your lot safe and close to entrances?\par \pard\nowidctlpar\qj\tx204\b\i Entrances. \b0\i0 Are your entrances safely and easily negotiated by those who have physical impair\-ments? Do you need grade-level entrances, ramps or elevators, chair lifts or handrails? Is there adequate exterior lighting around the building for safe nighttime activities? \par \b\i Narthex. \b0\i0 Is your entryway cramped, drafty, and too small for people putting on coats and gloves? Do you have easily accessible coat racks? Does the wind whistle into the sanctu\-ary every time someone opens the front door? \par \b\i Bathrooms. \b0\i0 Are washroom facilities within easy distance for the elderly or disabled? Do the rooms themselves have the necessary clearance for wheelchairs? Do they have hand-rails and other features that make them acces\-sible to people with disabilities?\par \b\i Choir. \b0\i0 Does the choir have proper rehearsal facilities and adequate space for the music li\-brary? Is there a safe place for choir members to leave their coats? Is the seating or platform arrangement for the choir acoustically de\-signed for good music production whether the choir is located up front or in the balcony? \par \b\i Sanctuary lighting. \b0\i0 Is there adequate lighting in the sanctuary, and is the wiring safe? Are there enough convenient electrical outlets for vacuum cleaners, Christmas trees, and projection equipLVALument? Is the chancel platform accented with lights that define this area? Is dimming desired for dramatic effect on special occasions or during parts of the service? \par \pard\nowidctlpar\li175\qj\tx209\b\i Sound system. \b0\i0 Is the loudspeaker system ad\-equate? Do you have special devices for the hearing impaired? Should you have a number of microphone input stations to permit flexible programming?\par \pard\nowidctlpar\li175\qj\tx215\b\i Acoustics. \b0\i0 When you find a church with the three-, four-, or even five-second reverberation time so lovingly prized by organ makers, you will often find a church in which it is difficult to understand the spoken word. Check the technical standards that offer the necessary compromises so that both organ and preacher are effective.\par \b\i Utility systems. \b0\i0 Are the heating, ventilating, cooling, and electrical systems adequate and up to code? It may be expensive to cor\-rect problems, but such improvements are necessary.\par \pard\qj\tx175\par \pard\nowidctlpar\fi233\li215\qj\tx447 Once you\rquote ve clearly defined what your facility needs, you can begin to project a reasonable es\-timate of renovation versus construction costs. The decision of whether to remodel or build is complicated. A congregation should first gather all the facts and carefully sort through the options for the one that best meets its needs.\par \par \pard\nowidctlpar\li481\qj\tx221\b TRANSITIONING TO BUILDING\par \pard\tx481\par \pard\nowidctlpar\li277\tx181\b0 Most fast-growing churches face a crisis when they outgrow their facilities and begin to think about relocating to a larger site. The rate of church growth slows when the flow of people into a church begins to exceed the capacity of its facilities. Without an immediate solution to this problem, a church\rquote s growth will decline.\par \pard\nowidctlpar\fi238\li277\tx277\tx515 In the initial stages of deciding to relocate, churches usually have few capital reserves. Therefore, building plans usually require a LVALvfund-raising blitz. This crisis approach can result in a premature effort that adversely affects future fund-raising efforts. It can also be stressful to church staff and result in less-focused ministry. A church can be paralyzed by such choices. This is exactly when a church needs a transitional plan.\par Northern Hills Christian Church in Denver instituted a transitional plan that raised one million dollars in pledges. They leased a twenty-one-thousand-square-foot building formerly used by an athletic club and spent twenty-five thousand dollars to remodel the facility into a much larger, temporary church home. Six months after the move, attendance increased and weekly giving rose to cover the church\rquote s rent. The church then focused on buying property for permanent facilities. It is filling new staff positions, its vision and mission remain focused, and the congregation has developed a can-do attitude toward long-term goals.\par The transition concept works for churches like Northern Hills because it offers people a way to lease affordable facilities to accommodate their growing needs until they can afford to build permanent homes. It also prepares them financially for a new building campaign.\par A normal time frame for this strategy is three to seven years. Once a church launches a transition plan, it can turn its attention to long-term land acquisition. After the church secures a site, it can begin to plan the construction of a new facility in an orderly, non-crisis manner.\par Typically, church building projects take two or more years. With a transition plan, a church can keep growing while planning more permanent headquarters.\par A church\rquote s location during the transitional phase is critical because the church\rquote s objective is maximum growth. Location is also important for generating income in the future through subleasing the temporary facilities when the church has finished with them.\par Bradley D. Oaster\par \par \pard\nowidctlpar\tx204\b CHURCH BUILDING RESOURCES\pLVALwar \pard\nowidctlpar\fi-181\li216\b0\i Building for Effective Mission: A Complete Guide for Congregations on Brick and Mortar Issues \i0 by Kennon Callahan (Jossey-Bass, 1997)\par \pard\tx2715\par \pard\nowidctlpar\li210\tx204 Christianity Today\rquote s Church Products and Services capital fund-raising page, {\field{\*\fldinst{HYPERLINK "www.christianitytoday.com/cbg\-features/finance/b"}}{\fldrslt{\ul\cf1 www.christianitytoday.com/cbg\-features/finance/b}}}\f0\fs28 . html\par \pard\tx2709\par \pard\nowidctlpar\fi-181\li216\i Church Architecture: Building and Renovating for Christian Worship \i0 by James F. White and Susan J. White (Order of \i Saint \i0 Luke, 1998)\par \pard\tx2715\par \pard\nowidctlpar\fi-181\li216\i Extraordinary Money: Understanding the Church Capital Campaign \i0 by Michael 0. Reeves (Discipleship Resources,\par \pard\nowidctlpar\li210\tx2709 2002)\par \pard\tx2709\par \pard\nowidctlpar\fi-181\li216\i Firm Foundations: An Architect and a Pastor Guide Your Church Construction \i0 by Lance Moore and Daniel Michal\par \pard\nowidctlpar\li210\tx204 (CCS, 1999)\par \pard\tx2709\par \pard\nowidctlpar\li210\tx204 Living Stones Associates, {\field{\*\fldinst{HYPERLINK "www.living-stones.com"}}{\fldrslt{\ul\cf1 www.living-stones.com}}}\f0\fs28\par \pard\tx2709\par \pard\nowidctlpar\fi-181\li216\i Proven Concepts of Church Building and Finance: A Step-by-Step Guide to Successful Building Projects \i0 by Patrick L. Clements (Kregel, 2002)\par \pard\tx2715\par \pard\nowidctlpar\fi-181\li216\i Re-Pitching the Tent: Re-Ordering the Church Building for Worship and Mission \i0 by Richard Giles (Augsburg Fortress, 1999)\par \pard\tx2715\par \pard\nowidctlpar\fi-181\li216\i Successful Church Fund-Raising: Capital Campaigns You Can Do Yourself by \i0 John R. Bisagno (Broadman & Holman, 2002)\par \pard\tx2715\par \pard\nowidctlpar\fi-181\li216\i When Not to Build: An Architect\rquote s Unconventional Wisdom for the Growing Church \i0 by Ray Bowman and Eddy Hall (Baker, 2000)\paLVALxr \pard\par CHAPTER 2\par BUILDING TRENDS\par \par IN THIS CHAPTER \par THE CHANGING FACE OF CHURCHES 189\par HOW TO DESIGN A POSTMODERN CHURCH BUILDING 191\par \par \pard\nowidctlpar\tx2403\b THE CHANGING FACE OF CHURCHES\par \pard\nowidctlpar\fi-181\li180\b0\i by Greg Lefler, principal architect with Lefler and Associates, Thousand Oaks, California, and Jennifer Schuchmann, a freelance writer in Marietta, Georgia\par \pard\nowidctlpar\tqc\tx2318\tab\i0 The outer face of churches is changing. Three of the top factors affecting design are the cost of land, the cost of construction, and the cost of\par New church construction often moves away from traditional structures because the cost for that kind of craftsmanship can be more easily cut from the budget than the three factors listed above.\par \pard\nowidctlpar We asked a panel of eight prominent church builders from around the country to identify trends in church building that are more than just fads and fancies, but are spurred by the practical realities of building churches today:\par \pard\tx2267\par \pard\nowidctlpar\tx204\b\i 1.\tab Maximize what you have. \b0\i0 Because of the high cost of new construction, many churches are looking for ways to stretch their existing buildings to meet their needs. \ldblquote The battle to maximize square footage for the budget, while maintaining design integrity, is intensifying with the rising costs of property, construction, and operations,\rdblquote says Bill Couchenour, a builder in North Lima, Ohio.\par \pard\nowidctlpar Some churches are looking for ways to free space for more high-priority usage. For example, churches that are building a drama ministry need space in which to store sets and props. Since many of these items are seasonal, churches are looking for ways to store them off-site.\par \pard\nowidctlpar\li215\qj\tx215\b\i 2.\tab Plan for growth. \b0\i0 Churches that are looking for property on which to build are looking for something spacious enough to accommodate current prograLVALyms and parking and people\rquote s expectations for larger facilities. \ldblquote In the past, church facilities were smaller. Now people must have more seating and more classroom space,\rdblquote says Sam Harmon, a builder based in Warners, New York. \ldblquote They\rquote re no longer content to meet in the choir room for Sunday school; they want a different classroom for each class.\rdblquote\par \pard\nowidctlpar\qj\tx215 Churches are also planning for expansion. \ldblquote Even if you\rquote re not going to build all at once, you\rquote ve got to do a master plan that lays out the campus with space for the future,\rdblquote says Mark West, business development manager for a builder in Houston, Texas. At one time, only large churches did this. Now every church has to do it.\par For example, the walking distance between parking lots and church buildings must be factored into a plan. \ldblquote In Houston, you don\rquote t want people to walk half a mile in hundred-degree weather,\rdblquote West says. Likewise, a half-mile of braving ice and snow in the Midwest is hardly tolerable on the way to Sunday morning worship.\par \pard\nowidctlpar\fi233\li232\qj\tx447\b\i 3.\tab Make it multi-functional. \b0\i0 Many churches are reaching out to their communities through day-care programs, day schools, assisted-living centers, food pantries, and recreational activi\-ties. In the past, traditional churches built sepa\-rate facilities for such programs. Today, the cost and efficiency of that kind of construction is being questioned. \ldblquote While this type of facility provides a clear separation of activities, space may be underused,\rdblquote says Tom Lundberg, a builder from West Des Moines, Iowa.\par \pard\nowidctlpar\qj\tx215 To encourage better use of space, churches are constructing multipurpose facilities that can accommodate worship on Sunday morning and then be used throughout the week for fellow\-ship, youth activities, or sports programs. To make a multipurpose building work, a builder neLVALzeds new methods for providing less expen\-sive ways to achieve worshipful space.\par \pard\nowidctlpar\qj Builders must also be aware of special re\-quirements for programs such as day care and after-school sessions. State agencies can he very strict about requirements such as bath\-rooms, exits, and accessibility.\par A multipurpose sanctuary doesn\rquote t always work for a congregation. \ldblquote It requires movable seating, and not everyone likes that,\rdblquote Harmon says. \ldblquote People think they can quickly move up to three hundred chairs every Sunday night to convert the space into a basketball court for Monday. After they do it a few times, they real\-ize it\rquote s not as easy as it sounds.\rdblquote\par \pard\nowidctlpar\fi233\li232\qj\tx447 4.\tab\b\i Get your money\rquote s worth. \b0\i0 There is a greater need for financial accountability in church con\-struction today. That\rquote s because churches have learned the hard way that even after soliciting bids, they have exceeded their budget. Either cost estimates on the new facility were inac\-curate or the projection of what was affordable has been overstated.\par \pard\nowidctlpar\qj Worse yet, a congregation might fail to get a fixed price from a contractor before construc\-tion starts and not realize that it can\rquote t afford the project until it is well into\emdash if not nearing the final phase of \emdash construction. Such a situa\-tion can deteriorate into finger-pointing blame among architect, contractor, and congregation.\par While builders agree that such disasters can happen, they offer various suggestions as to how to avoid them. Lunn suggests a design-build approach combined with preengineered building materials to provide churches with a fast and economical solution. \ldblquote A good designer-builder of churches not only has the experience but also the responsibility of letting the church know what the costs are going to be at the be\-ginning of any planning,\rdblquote he says.\par If a church chooses the LVAL{design-build route, it loses the checks-and-balances system provided by an independent architect. Marston suggests that the church hire an independent construc\-tion consultant as its advocate to provide project management services.\par \pard\nowidctlpar\li238\qj\tx209\b\i 5.\tab Turn up the technology. \b0\i0 Churches today are in\-creasingly sophisticated in the use of new tech\-nology for such features as gymnasiums and high-tech teaching aids. Even small churches are demanding better sound systems and more complicated lighting. Technological ad\-vances have made it possible for churches to add contemporary music and enhanced drama productions on a par with performing-arts cen\-ters. Now, with the added capabilities of com\-puter light and sound control and multimedia screens, music and productions often have their own dedicated ministry niches and facili\-ties. \ldblquote All of these things need to be taken into consideration during the planning stages, not as an afterthought,\rdblquote Harmon warns.\par \pard\qj\tx238\par \pard\nowidctlpar\li2058\qj\tx204\b The Team Approach\par \pard\nowidctlpar\fi233\li215\qj\tx204\tx447\b0 As churches demand spaces that are cost-efficient, technologically advanced, and multifunctional, builders may have to stretch beyond their usual areas of expertise. Building materials, manufactur\-ing, and construction requirements are also more diverse and challenging for the designer-builder. To meet those challenges, many builders have set up professional teams to work with the church.\par \pard\nowidctlpar\fi243\qj\tx221 Such teams may include the designer, builder, and members of a church committee. They should meet often to discuss issues and to work out solu\-tions before they become problems. The team approach allows the church to communicate ex\-pectations before construction begins, thereby minimizing the need for costly changes later.\par The church building committee is vital in the construction process. It should consist of at least four members, one ofLVAL| whom professionally under\-stands the construction industry. The committee should be directed by the church\rquote s governing body and make regular reports to it. \ldblquote By having mem\-bers on the committee who know the effective body politic of the congregation, the committee can act with the confidence that it can get major decisions ratified quickly,\rdblquote Marston says.\par \pard\nowidctlpar\fi243\tx181 Frequent communication among all parties in a building project is crucial to its success. As Lunn says, \ldblquote It not only minimizes problems, but can\par \pard\nowidctlpar\li277\tx515 actually help church members enjoy the experience, doing their part to support and assist in its successful conclusion.\rdblquote\par \pard\tx204\par \pard\nowidctlpar\fi-181\li180\b HOW TO DESIGN A POSTMODERN CHURCH BUILDING\par \pard\nowidctlpar\tx204\b0\i by Leonard Sweet, the E. Stanley Jones Professor of Evangelism at Drew University, Madison, New Jersey\par \pard\tx204\par \pard\nowidctlpar\fi233\li215\tx204\tx447\i0 In the sixteenth century, church architecture re\-quired massive changes in worship and teaching spaces to convert to a print culture. Today\rquote s post-modern reformation, from print to screen, likewise alters the physical space of the church. Here are five commandments for designing a postmodern church building:\par \pard\tx204\par \pard\nowidctlpar\li238\tx209\b\i 1.\tab Thou shalt not make a graven image. \b0\i0 We live in multifunctional spaces: Kitchens have in\-teractive appliances, and family rooms contain computers, entertainment centers, sofa beds, and treadmills. Likewise, architecture for the postmodern church is egalitarian, mobile, and adaptable for multiple uses.\par \b\i 2.\tab Thou shalt design\b0 \b for all senses. \b0\i0 People receive and interpret messages in at least three ways: through sight, hearing, and feeling. Mark Brasler explains that worship can be enhanced by appealing to more than one sense. \ldblquote We should try to include all three eleLVAL}ments in each service,\rdblquote he writes. \ldblquote A visual church can make sure that its music program appeals to the listeners. It might also designate as greeters those warm (touch-oriented) persons among them. The possibilities are many, and so are the benefits.\rdblquote\par \pard\nowidctlpar\li238\b\i 3.\tab Thou shalt have a sense of place.\b0 \i0 We must learn to speak the language of today\rquote s world, which means that church architecture must come to terms with the electronic age, including screens. Perhaps screens can be regarded as the stained-glass windows of the postmodern age. This is where the stories of the faith are taught and told. It is where people of today are learning about God, life, and the Bible.\par \pard\nowidctlpar\li198\tx209\b\i 4.\tab Thou shalt build a living church. \b0\i0 The guiding prin\-ciples of modern architecture were logic, utility, and structure. \ldblquote Where else but in churches do postmodern people experience hard benches, dark woods, and elevated presiders?\rdblquote asks Rich\-ard Webb, a staff member with the Evangelical Lutheran Church in America. Answer: only in courtrooms. Design for health and healing uses organic forms and softer architecture. It is a healthy sign to see atriums, arches, and domes come back into sacred space.\par \pard\nowidctlpar\li215\tx215\b\i 5.\tab Thou shalt get real. \b0\i0 The traditional construc\-tion of many churches today makes it difficult to achieve face-to-face interaction. Sit-and-soak worship spaces create pew potatoes, but reli\-gion is not a spectator sport. Churches need spaces that inspire casual social meetings and facilitate creativity, synergy, and serendipity. Window seats and round tables, for example, bring people together, whereas long corridors and long rooms keep people apart.\par \par \pard\nowidctlpar\li215\tx204 CHAPTER 3\par BUILDERS AND ARCHITECTS\par \par IN THIS CHAPTER\par DRAFTING THE DESIGN 193\par THE BEST BUILDER FOR YOU 195\par CHURCH-BUILDER RELATIONSHIPS 196\par LVAL~\pard\nowidctlpar\li215\tx215\par \pard\sl-238\slmult0\tx215\fs20\par \pard\nowidctlpar\fi233\qj\tx447\b\fs28 DRAFTING THE DESIGN\par \pard\nowidctlpar\qj\tx221\b0\i by Gary A. DeBois, afreelance writer living in Orangevale, California\par \pard\tx2845\par \pard\nowidctlpar\tx181\i0 To plan the design for a significant remodeling or new construction, a congregation must determine answers to such questions as, What is the primary mission of the church within its community? How will this be reflected in the design, size, and con\-struction of the church?\par \pard\nowidctlpar\fi238 These are difficult questions for any church to answer, whatever its size. Even a small body of believers (less than two hundred) can benefit from the help of an architect who is equipped with the latest church designs and the knowledge of how to apply them.\par \pard\qj\tx2851\tx3084\par \pard\nowidctlpar\fi-181\li180\b First Things First\par \pard\nowidctlpar\li180\tx181\b0 What does your church want to say to its commu\-nity? John Menzano, pastor of Christ Community Church in Charlottesville, Virginia, says that too few churches answer this question before starting a building program. \ldblquote It\rquote s possible that they\rquote re not really aware of the community they\rquote re trying to reach,\rdblquote Menzano says. \ldblquote They are trying to make a community like themselves instead of communi\-cating in an idiom that neighborhood people can understand.\rdblquote\par \pard\nowidctlpar\fi238\li277\tx515 A congregation must also decide what type of liturgy it will have, since liturgy will affect church design. A congregation should ask, \ldblquote What is the makeup of worshippers\emdash present and future\emdash and what are their expectations for worship and church programs?\rdblquote These concerns should be addressed by a church\rquote s building committee prior to drawing up plans for building or expansion. An architect can help a congregation identify what it really is and where it intends to go.LVAL\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx209\b Write a Master Plan\par \pard\nowidctlpar\qj\tx204\b0 If you already have a\b \b0 master plan for church expan\-sion, then half of your job is done. If you don\rquote t\emdash even if you already have a church campus\emdash seek the services of a master planner who can help you take your church\rquote s future (five to twenty-five years from now) into account. A planner will develop a strategy for the best long-term use of your property and the short-term steps needed to get there. Any additions or alterations you make in construction will benefit from such a plan, and many costly pit\-falls can be avoided simply by having a road map.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx209\b Find an Architect\par \pard\nowidctlpar\qj\tx204\b0 Once you have examined who you are and have developed long-range plans, you can look for an architect. Not just any firm will do. The right architect will understand the philosophy of the church and how to give that philosophy physical expression.\par \pard\nowidctlpar\qj\tx215 When planning for renovation or new construc\-tion, a church should also look for someone who will help with the following:\par \pard\qj\tx204\par \pard\nowidctlpar\qj\b\i Initial planning. \b0\i0 In this stage, an architect helps a congregation to determine the type and size of space needed for its program; the project budget and financial constraints of the church; the quality of finishes, amenities, and architectural details; special requirements for music equipment, sound systems, visual pro\-jections, auxiliary storage, and kitchens; and a tentative schedule of construction from start to finish.\par \pard\nowidctlpar\b\i Schematic-design phase.\b0 \i0 This is the stage at which an architect\rquote s help is critical. The scope of the project is analyzed in relation to the church\rquote s estimated budget and current market\-ing costs. Working out specific parameters is crucial before the architect proceeds with draw\-ings and LVALother documents. The architect will then present preliminary drawings that show interior floor plans, exterior elevations, and cost estimates. The fee for the architect\rquote s services might be a percentage of the construction costs (6 to 10 percent), a fixed fee, or a combination of fixed fee plus percentage of costs.\par \pard\nowidctlpar\fi-1\b\i Design-development phase. \b0\i0 An architect\rquote s work is on the line in this phase. Final drawings are presented to the congregation for approval. The architect who knows how to work with churches will be able to handle dissension or opposition. Lack of experience in this regard could jeopardize the entire building program. \par \b\i Construction-development phase. \b0\i0 Once the drawings are approved, the architect can put together the documents that spell out every detail of construction, including which materi\-als, components, and systems to use. A build\-ing committee should be keenly aware of the importance of these construction documents. Well-prepared documents leave little room for error and assure that costs will be under con\-trol. Poorly prepared construction documents leave room for unexpected changes that can potentially cost thousands of dollars. \par \b\i Bidding phase. \b0\i0 An architect who has a good working knowledge of construction law can help ensure a smooth bidding process that will result in quality contractors who will do the best work at the right prices. \b\i Construction-administration\b0 \b phase. \b0\i0 By this time, the church\rquote s building committee will have completed 90 percent of its work, and the architect will have completed 80 percent of his. The contractor will just be starting. While site work is in progress, the architect\rquote s job is to guard the church against defects or defi\-ciencies in construction. The architect must also authorize payments to the contractor based on the percentage of work completed. Fairness is critical here, especially because the architect will be directly representingLVAL the church. Unfair dealing is a direct hit on the church\rquote s reputation and integrity.\par \pard\nowidctlpar\fi-181\li180\par \pard\nowidctlpar\qj\tx204\b THE BEST BUILDER FOR YOU\par \pard\nowidctlpar\qj\tx209\b0\i by Rick Bettilyon, an architectural master planner and technologist in Chandler, Arizona\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx215\i0 Before you look for a builder, you must under\-stand what kind of building process best fits your project. Those processes include the following:\par \pard\qj\tx204\par \pard\nowidctlpar\fi233\li209\qj\tx447\b\i Design-award-build. \b0\i0 With this method, which is used by most churches, a master planner and architect develop and complete a design for you. The design is then sent to various contrac\-tors so they can submit bids on it. Contracts are awarded on the basis of price, quality of firm, finish dates, and other factors. Construc\-tion begins. This process is linear, precise, and orderly. The advantage of this process is that you can negotiate the price of your proj\-ect before it begins. The disadvantage is that construction is usually a bit more expensive because it takes longer and prices can rise dur\-ing the process.\par \pard\qj\tx209\par \pard\nowidctlpar\fi233\li209\qj\tx447\b\i Design-build. \b0\i0 With this method, you hire one firm to draw up plans and to construct your building. This process is less costly than design-award-build because fewer people are involved. The disadvantage is that the quality of the design may be more simplistic than what you would get from an architectural firm. It will also be more standardized than custom fit to the needs of your ministry.\par \pard\qj\tx209\par \pard\nowidctlpar\qj\b Before Bidding Begins\par \b0 Once you decide on a building process, you should do the following advance planning:\par \pard\qj\tx204\par \pard\nowidctlpar\fi233\li209\qj\tx447 1. Work with a master planner to develop detailed concept plans. Choose a planner who under\-stands your ministry, not just yourLVAL building capacities, and can offer fairly accurate pre\-dictions about where your church will be five to twenty years from now and design for that. When those plans are complete, you can give them to an architect or a designer-builder~ who can take it from there.\par 2. Look for people with a diversity of expertise. In most churches, theater, music, video, and other technology need to be incorporated into your design. Your designers should also know how to plan for food-service operations, children\rquote s ministries, youth programs, and seniors. A firm with a broad-based background in church design will help you develop a plan that meets your needs at a price you can afford.\par \pard\qj\tx209\par \pard\nowidctlpar\qj\b Choosing the Builder\par \b0 Consider the following factors when selecting a builder:\par \pard\qj\tx204\par \pard\nowidctlpar\fi-181\li209\b\i A solid reputation. \b0\i0 Check out what people in the community say. Are the builder\rquote s clients happy with the builder\rquote s work? Were sub con\-tractors treated fairly? Did the builder require them to complete projects on time and within budget? Did the builder monitor their work\-manship and make them do something over if necessary? Is the builder properly bonded and insured? How did the construction hold up? Are there any legal actions against the builder? Check with the Better Business Bureau or builders\rquote associations in your area for this information.\par \pard\nowidctlpar\fi238\li209\tx209\tx515\b\i Wide-ranging experience.\b0 \i0 See how experienced a builder is in working with different types of churches with various-sized projects. The firm needs to understand the various needs in a sanctuary and offer different solutions to problems.\par \pard\nowidctlpar\fi-181\li209\b\i Longevity. \b0\i0 If the business has been around a long time, it will probably last a good while longer. For liability reasons, such as making a claim against faulty materials or installation, you need a company that will be around for LVALten to twenty years.\par \pard\nowidctlpar\li204\tx204\b\i Genuine interest in the church. \b0\i0 A builder who understands the work of the church will be sensitive to church values and how to work those into a building design. Such a builder will not disrupt too much of the church\rquote s ministry with construction. Builders must care about the ministry of that church, not just about making money.\par \pard\nowidctlpar\qj\b\i Accessibility. \b0\i0 You don\rquote t need a salesperson who sets you up with a builder then turns you over to whoever happens to answer the phone. You need a contact person to work with throughout the project. \ldblquote If the builder really cares about the church and the emo\-tional context of its missions, he sees it differently from an office building or a warehouse,\rdblquote says Norm Hatfield of Hatfield-Kirkiess Architects in Dallas, Texas. \ldblquote He knows this project counts.\rdblquote\par \b\i Problem solving. \b0\i0 A good builder should explain solutions to construction problems so that people in the church can understand them. The builder should also have the flex\-ibility to handle problems so they don\rquote t drag out or stop construction.\par \pard\nowidctlpar\li2058\qj\tx215\b\par \pard\nowidctlpar\qj\tx215 CHURCH-BUILDER RELATIONSHIPS\par \pard\nowidctlpar\qj\tx204\b0 Hiring and working with a contractor may be frustrating for church building committees. Working with a church can also be hard on a contractor. Here are six things you can do to make the relationship work more smoothly:\par \pard\tx204\par \pard\nowidctlpar\li182\tx181\b\i 1.\tab Review the work plan. \b0\i0 Make sure that key leaders know what to expect when it comes to progress reviews, completion dates, possible cost increases, and methods and times of payment.\par \pard\tx181\tx1615\par \pard\nowidctlpar\fi-181\li180\tx181\b\i 2.\tab Assign a single contact person for the project manager. \b0\i0 Usually a contractor will assign a project manager to oversee the details and suLVALbcontractors. Likewise, a church should assign a single person (possibly the chair of the building committee) to represent the church and communicate with the project manager. Too many voices can undermine the relationship.\par \pard\nowidctlpar\fi238\li182\tx181\tx515\par \b\i 3.\tab Determine in advance what work volunteers can do. \b0\i0 A church cannot renege on a contract midway through the process by deciding that its members could do things better and cheaper.\tab\par \pard\tx175\tx10845\i\par \pard\nowidctlpar\li182\tx181\b 4.\tab Check regularly on scheduling and progress. \b0\i0 Deal promptly with cost and time overruns, changes of ma\-terials, poor workmanship, or mistakes. Waiting too long can mean even more costly repairs and rework orders.\par \pard\tx181\tx1615\par \pard\nowidctlpar\fi-181\li180\tx181\b\i 5.\tab Do an end-of-the-project walk through before releasing final payment. \b0\i0 Make sure that everyone agrees on the quality and completion of the work. However, do not wait to point out mistakes in the last stages as a negotiating ploy to reduce the final cost. Do not haggle over the final bill unless an obvious error has occurred.\par \pard\nowidctlpar\fi238\li182\tx181\tx515\par \pard\nowidctlpar\li182\tx181\b\i 6.\tab Be courteous. \b0\i0 Do not change the design in the middle of construction unless you\rquote re willing to pay for the extra work caused by the changes. Don\rquote t leverage your costs by talking about the methods of a competing contractor. Don\rquote t ask for work beyond the project\rquote s original scope without also asking for an estimate on the additional labor.\par \pard John R. Throop\par \par \cf2\f2\fs29\par } LVALu^5{\rtf1\ansi\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\froman\fprq2\fcharset0 Times New Roman;}{\f2\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\lang1033\f0\fs28 CHAPTER 4\par FINANCING THE PROJECT\par \par IN THIS CHAPTER\par EIGHT KEY FINANCE QUESTIONS 197\par THE PASTOR\rquote S ROLE IN FUND-RAISING 199\par RAISING FUNDS LIKE A PRO 201\par HIRING A PROFESSIONAL FUND-RAISER 202\par BUILDING WITHOUT BORROWING 203\par WHEN IT\rquote S BEST TO BORROW 206\par GETTING A LOAN 207\par HOW TO SELL YOUR BUILDING 208\par \par \pard\nowidctlpar\tx2647\b EIGHT KEY\par FINANCE QUESTIONS\par \pard\nowidctlpar\tx294\tx2653\tab\b0\i by Dale Ingersoll, pastor of Westside Baptist\par \tab Church in Fort Pierce, Florida\par \i0 Because I have pastored churches through four\i\par \pard\nowidctlpar\tx2653\i0 capital campaigns, I often get calls from pastors\par asking how to handle fund-raising. Here are the\par \pard\nowidctlpar\tab questions I hear most frequently:\par \pard\tx2653\par \pard\nowidctlpar\tx181\b\i 1.\tab Will \i0 a \i capital campaign work in my church?\par \pard\nowidctlpar\fi238\tx515\b0\i0 The success of the campaign starts well before the vision, the blueprints, and the fund drive. The pastor must be certain of the Lord\rquote s lead\-ing, and the people who hold power in the church must support it. If not, don\rquote t bother to begin a fund drive. Schedule kitchen-table visits with leaders to talk about the future of the church, and then talk to the people. When the congregation supports the pastor and the vision, a campaign will roll forward on its own momentum.\par \pard\nowidctlpar\tx181\i 2.\tab\b Who\b0 \b should lead the fund-raising campaign?\par \pard\nowidctlpar\fi238\tx515\b0\i0 The commitment of the congregation is vital, and the real leaders of the church must be up front about raising money. But the pastor has the toughest job. A capital campaign requires that a pastor beLVALcome spokesperson for the project.\par \pard\nowidctlpar\fi-181\li180 The pastor must be as bold about fund-raising as when he\rquote s preaching. I told our congregation plainly, \ldblquote This building is not about me. When I retire I can\rquote t take any of this with me. Nobody made you join this church, but when you joined you made a commitment to be part of this work. So we\rquote re asking for your pledge, and we\rquote re ex\-pecting to hear from you.\rdblquote And we did.\par \pard\nowidctlpar\qj\tx209\b\i 3. Do I really need a fund-raising consultant?\par \pard\nowidctlpar\li215\qj\tx204\b0\i0 Yes, most pastors do. We\rquote ve had three cam\-paigns, and we\rquote ve employed a consultant on all three. Most pastors are not gifted in fund-rais\-ing and need guidance for that.\par \pard\nowidctlpar\li215\qj\tx215 Normally, the pastor must call on those who are expected to give the most. It requires great humility to ask people, \ldblquote What will you give to help us?\rdblquote If I weren\rquote t leading the project, I wouldn\rquote t sign up for this job. No one wants to feel like a fund-raiser, but great churches aren\rquote t built unless their leaders are willing to ask the hard questions.\par \pard\nowidctlpar\qj\tx209\i 4. \b How do I find the right\b0 \b consultant?\par \pard\nowidctlpar\li215\qj\tx204\b0\i0 Ask around and check references. Before we chose a company, I wanted to know specifically who I would be working with. We investigated several companies, and I interviewed several consultants.\par \pard\nowidctlpar\li215\qj\tx215 I asked about the individual\rquote s effectiveness in consulting churches, and particularly his or her collection rate on pledges. That told me whether a consultant could help me com\-municate the vision. I also asked other pastors whether the people liked this consultant. Were they inspired by this person or put off by the sales pitch?\par The main job of the consultant is communi\-cation. He or she will train the committees and organize theLVAL schedule of mailings and meetings. If the person doesn\rquote t speak the language of your church people or if his personality clashes with your congregation, the campaign will fail.\par \pard\nowidctlpar\qj\tx209\b\i 5. How much money can we raise?\par \pard\nowidctlpar\li215\qj\tx204\b0\i0 Many pastors start by asking how much the construction will cost. That\rquote s backward. Es\-timate first how much your congregation will give, then make plans to fit that budget.\par \pard\nowidctlpar\li215\qj\tx215 Most experts say that an average campaign will raise one and one-half to two times the church\rquote s annual undesignated offerings, to be paid over a three-year period. An outstanding campaign will raise three times the annual undesignated offerings. Statistically, there are limits to the amount people will give; don\rquote t go beyond that.\par Sometimes the church needs to wait a cou\-ple of years before building. Pastors don\rquote t like to hear this, but it may be better to stop, cut expenses, save some money, and build up the congregation and their giving levels rather than challenge the church to a building project four or five times the annual budget.\par \pard\nowidctlpar\qj\tx209\b\i 6. If we build it, will\b0 \b they come?\par \pard\nowidctlpar\li215\qj\tx204\b0\i0\ldblquote If you build it, they will come\rdblquote may work in a movie such as \i Field of Dreams, \i0 but it doesn\rquote t work for churches. A new building is no pana\-cea, and a capital program doesn\rquote t solve many of a church\rquote s problems. In fact, the opposite is true, so my philosophy now is, \ldblquote They\rquote re com\-ing, so I will build it.\rdblquote\par \pard\nowidctlpar\li215\qj\tx215 A church that builds far beyond its current giving levels will struggle to pay the debt ser\-vice and the utilities on that behemoth facility. It is better to deal with the good problems\emdash crowding and inconvenience\emdash for a little while. In time, they will become motivators for people to give.\par LVAL\pard\nowidctlpar\qj\tx209\i 7. \b How much am I personally going to give?\par \pard\nowidctlpar\li215\qj\tx204\b0\i0 A pastor who asks the congregation to give large amounts of money should be personally prepared to give. He must answer honestly whether his gift will be sacrificial. The pastor can\rquote t hide behind his robes, because when it comes to money, the robes are thin and people will see right through them.\par \pard\nowidctlpar\li215\qj\tx215 When you write a personal check for $150 or $20,000, it really affects your vision and your commitment to the church. The amount that my wife, Paula, and I first discussed was one-third of what we ultimately gave. In three building projects, we have prayed and dug deep.\par \pard\nowidctlpar\qj\tx209\b\i 8. How long will this fund-raising project last?\par \pard\nowidctlpar\li215\qj\tx204\b0\i0 Though it will seem like forever, the campaign it\-self is usually completed in three to five months, and the pledges are collected in three years.\par \pard\nowidctlpar\li215\qj\tx215 For me, the truly spiritual matter is praying to finish well in the project. \ldblquote God, give me the strength to carry this through to the end: no spiritual spasms, no excitement just for the mo\-ment, but from beginning to end, give me the dedication to finish.\rdblquote And he has.\par \pard\nowidctlpar\li929\qj\tx209\par \pard\nowidctlpar\tx737\tab\b THE PASTOR\rquote S ROLE IN FUND-RAISING\par \pard\nowidctlpar\fi233\li742\qj\tx447\b0\i by Richard Doebler, pastor of Cloquet Tabernacle\par Church in Cloquet, Minnesota\par \pard\nowidctlpar\tx737\i0 Let\rquote s face it: Very few pastors are, by nature, fund-raisers. I certainly am not one of those rare speci\-mens with the innate ability to motivate givers and inspire a congregation to pursue a bold vision.\par They touch hearts; I worry about touching nerves.\par They stir people to answer God\rquote s higher call; I wonder if they\rquote ll answer my phone call.\par If you\rquote re like me and sense a neLVALed for help with raising funds, you\rquote re closer to normal than you may realize. I\rquote ve discovered that it\rquote s possible to feel ill equipped for the task of fund-raising and still bring in the money. With God\rquote s help, a little training, and a few key resources, we can accom\-plish significant things for God\rquote s Kingdom.\par My lack of confidence in fund-raising prompts me to tap the expertise of others. Acknowledging my inadequacy was the first step toward finding the help I needed. As a result, I was able to negotiate three capital stewardship campaigns throughout my ministry, each different from the others. \par Some things, however, remain fairly constant no matter where you are or what your project is. Those con\-stants allow us to name a few key principles for improving our fund-raising success.\par \pard\tx737\par \pard\nowidctlpar\qj\b Principle 1: Start at the Beginning \b0 I\b \b0 serve a\b \b0 church in northern Minnesota, \b a \b0 fiscally conservative part of the country where people are self-sufficient and strong willed. We come from hearty stock\emdash pioneers who roughed it through frigid, icy winters. People had to be resourceful to survive.\par \pard\nowidctlpar\fi215 By nature we are disinclined to ask for help. We are unlikely to look to outsiders who could offer advice based on their expertise:\par \pard\nowidctlpar\li238\tx204\i Hire a consultant?\par A waste of money!\par Talk to an expert?\par \pard\nowidctlpar\fi-181\li180 A stranger can\rquote t know us better than we know ourselves!\par Research other church building projects?\par We\rquote re not like other churches!\par \pard\nowidctlpar\fi215\li277\tx515\i0 Suggesting that we ask for help was, for some, almost an insult\emdash as though to imply that our local abilities were somehow deficient. Others in the congregation had different issues to deal with.\par Don\rquote t be surprised if you also face challenges in fund-raising. Some people have a self-sufficient do-it-all attitude, LVALothers take a spectator, do-noth\-ing-watch-everything approach, and a few have an apathetic, don\rquote t-care mind-set.\par Church people aren\rquote t the only ones with issues, however\emdash pastors have them, too. Dealing with my personal issues was critical. Before I could help the congregation work through their con\-cerns, I had to resolve my own. So early in our planning I went through a checklist to make sure that my heart and soul were in the right place. I knew I should not be driven to raise funds for God\rquote s work for the wrong reasons. Here are some of the questions I asked myself:\par \pard\qj\tx215\par \pard\nowidctlpar\li215\tx2709 What motivates me\emdash human nature or God\rquote s Spirit? How much has my ego been a factor in planning for the future?\par \pard\qj\tx215\par \pard\nowidctlpar\li215\tx2709 Have I really prayed about this? Do I have con\-firmation that this is the right course of action?\par \pard\qj\tx215\par \pard\nowidctlpar\li215\tx2709 Am I certain of God\rquote s specific purpose for this?\par \pard\qj\tx215\par \pard\nowidctlpar\li215\tx2709 Is my leadership team on board? Are my\par staff, church board, and key influencers in agreement?\par \pard\qj\tx215\par \pard\nowidctlpar\li215\tx2709 Have I listened to godly advisers and skilled consultants from outside our church?\par \pard\nowidctlpar\li215\qj\tx215\par \pard\nowidctlpar\li226\qj\tx204 How does this project fit into God\rquote s long-range plan for our ministry? Do I see the big picture?\par \pard\qj\tx226\par \pard\nowidctlpar\li226\qj\tx204 If the project is right, is this the right time to do it? How has God affirmed that?\par \pard\qj\tx226\par \pard\nowidctlpar\li226\qj\tx204 Am I willing to let go of this project if God re\-veals something better?\par \pard\qj\tx226\par \pard\nowidctlpar\qj\tx209\b Principle 2: Focus Your Goals\par \pard\nowidctlpar\qj\tx215\b0 Working through the issues of my heart prepared me to deal with the people\rquote s concerns. Convinced of whatLVAL God wanted to do in and through me, I could communicate my vision to others with greater passion and clarity.\par \pard\nowidctlpar\fi226\li215\qj\tx447 As I communicated with our church people. I found them asking three key questions:\par \b\i 1. Where are we going? \b0\i0 This is the vision ques\-tion. People want to know where their leaders plan to take them. A clear answer to this question low\-ers people\rquote s anxiety and raises their willingness to invest in the future.\par In our most recent building project, we took the time to work through a process. One aspect of that was to define needs in the community around us, determine which ones we could address, and then formulate a plan to deal with them. Demographic studies, for example, showed that many people in our county live in two-worker households. We discovered gaps in local services for stressed fami\-lies\emdash there were plenty of preschools in town, but not many day-care centers. There were some latch\-key programs, but after-school tutoring was weak.\par These discoveries led to a plan that many were excited about. We now have the only indoor playland in our town. Not even McDonald\rquote s and other fast-food restaurants have what we offer. We decided to open our building to the community all week long for free play (a nice gift to young families on cold winter days). We offer space for children\rquote s birthday parties and other events, and we have connected with area people in a whole new way.\par Of course, the concept wasn\rquote t a slam dunk. Some questioned our approach and suggested that our focus should be more on praying than on playing\emdash a legitimate view that we did not dismiss (we have since remodeled and upgraded our prayer room). But people who understood our vision for connecting with the community knew what they were giving to. They were not surprised when a playland was included as part of our expansion.\par Vision speaks to hearts. People want to give to something they believe in. As others have saiLVALd, \ldblquote Money flows to vision.\rdblquote\par When we can clearly define our destination, we provide a vision for the future. If a congregation catches a daring vision of some great thing God desires to do in and through them, they will be inspired to get involved and to give.\par \pard\nowidctlpar\tx181\i 2.\tab\b Why\b0 \b are we going there? \b0\i0 This is the purpose question. As leaders, we must be able to say why God directs us to a certain place. Knowing my pur\-pose and articulating it effectively taps an energy that fuels my ministry.\par \pard\nowidctlpar\fi226\li215\qj\tx447 It also fuels my fund-raising efforts.\par Knowing the why is not automatic. A lot of foun\-dational work may be required. I discovered, for instance, that evangelism\emdash even in an evangelical church\emdash is not always the answer people are look\-ing for when they ask the why question.\par \ldblquote We want to reach more people for Christ.\rdblquote I would say. \ldblquote We want to add souls to the Kingdom.\rdblquote But statistics about the unreached and the un\-churched in our community did not always impress potential donors. Some people prefer their smaller church to my vision of a larger church. They know intuitively that reaching outsiders means work, hardship, inconvenience, and expense.\par It takes time for people to grasp the why behind fund-raising. A onetime summary of why a project is needed will not usually answer the questions of those reluctant to sacrifice their time, money, and comfort. That\rquote s why waiting until it\rquote s time to build can almost be too late. In our case, we worked for a long time to make our purpose statement part of the ethos of our congregation. As a result, the building project became an extension of the pur\-pose we had been talking about all along.\par We could have done a better job of preparing people to give, however. Though most under\-stood our purpose, some reacted negatively when we emphasized the need for sacrificial giving. A few felt likeLVAL they were being manipulated, and they resisted making pledges to our fund-raising efforts.\par \pard\nowidctlpar\fi192\qj\tx209 If we had done a better job of teaching bibli\-cal principles of giving during ordinary times, we would have diffused some of the objections raised during our stewardship campaign. The questions of why we are here and why we are going in this direction address our long-term efforts to shift self\-ish thinking into biblical thinking. Building proj\-ects must be rooted in God\rquote s call and purpose.\par \pard\nowidctlpar\qj\tx215\b\i 3.\tab How will we get there? \b0\i0 Helping people see where we\rquote re going is more effective when they understand how we\rquote re going to get there. In our case, progressive lay leaders gave us an edge. Fis\-cal conservatives felt that bringing in profession\-als would be a waste of money. Our lay leaders,\par \pard\nowidctlpar\qj however, agreed that outside experts would help us do a better job, and we brought in a consultant who helped us reevaluate and refine our church\rquote s core values, purpose, and strategic ministry plan. With his help, we recruited church people to eval\-uate our church situation, addressing questions such as the following:\par \pard\qj\tx204\par \pard\nowidctlpar\fi233\li192\qj\tx447 Who are we?\par Who is our primary target audience?\par What are the demographics of our area?\par What are the major needs in our community? What kind of gifts and passions in our congre\-gation will address those needs?\par What additional resources and facilities will we need to meet those needs?\par How have other churches responded to similar challenges?\par \pard\nowidctlpar\fi226\li215\qj\tx447\par \pard\nowidctlpar\qj\tx204 It took several months for various teams to work through the issues and report their findings. The process itself\emdash including regular updates to the executive committee\emdash began to clarify what we needed to do and how we could do it. The how became a function of the why and the wLVALhere.\par \pard\nowidctlpar\fi198\qj\tx209 Though fund-raising was not yet our goal dur\-ing this phase, the reasons that funds were nec\-essary became more evident at the grassroots level to others besides our leadership team. Later, when it came time to launch our fund-raising, the groundwork had already been laid.\par In the past, I\rquote ve worked with professional fund-raisers. This time, we tapped local leaders from our congregation, two of whom had been success\-ful in leading our community through a successful school-bond referendum. There may be individu\-als in your congregation who can transfer their nonprofit experience (or business or marketing experience) to your church fund-raising needs.\par \pard\qj\tx198\par \pard\nowidctlpar\qj\tx215\b Lessons Learned\par \pard\nowidctlpar\qj\tx204\b0 Though I am not by nature a gifted fund-raiser, we were able to accomplish many of our financial goals. We have nearly doubled our space, and now at the end of our three-year capital stewardship campaign, we have received virtually 100 percent of the amount pledged. Our facilities are used in ways beyond what we anticipated (two home-school cooperatives and an independent day care are now operated from our site, for example).\par \pard\nowidctlpar\fi198\qj\tx209 We didn\rquote t conduct the perfect fund-raising cam\-paign, but we stepped out in faith and did the best we could, given our resources and environment. We touched a few nerves\emdash but we also touched hearts and saw people respond to the challenge.\par \par \pard\nowidctlpar\tx204\b RAISING FUNDS LIKE A PRO\par \pard\nowidctlpar\li209\qj\tx204\b0\par \pard\nowidctlpar\tx204 Here are some suggestions that can professionalize the efforts of churches that do their own fund-raising campaigns:\par \pard\tx204\par \pard\nowidctlpar\fi-209\li209\tx209\b\i\bullet\tab Do your homework. \b0\i0 Evaluate church membership and giving records to determine how ready your congre\-gation is for a capital campaign. Let that research guide you.\pLVALar \pard\tx209\par \pard\nowidctlpar\fi-209\li209\tx209\b\i\bullet\tab Communicate. \b0\i0 Even the most committed givers need information to make a decision about a capital cam\-paign. State the answer to this question clearly and succinctly: Why is it important for our church to do this now?\rdblquote Offer information about the project in multiple ways to reach the maximum number of people in the congregation.\par \pard\tx209\par \pard\nowidctlpar\fi-209\li209\tx209\b\i\bullet\tab Enlist the right leaders. \b0\i0 A capital program will rise or fall on the strength and commitment of the men and women who lead it, so choose your leaders wisely.\par \pard\tx209\par \pard\nowidctlpar\fi-209\li209\tx209\b\i\bullet\tab Involve the congregation. \b0\i0 Laypeople in the church must take ownership of the campaign for it to succeed. Involvement is the best way to take ownership. A well-executed campaign tries to involve at least 50 percent of a church\rquote s laity.\par \pard\tx209\par \pard\nowidctlpar\fi-209\li209\tx209\b\i\bullet\tab Allow adequate time. \b0\i0 It requires several months to grow commitments in a congregation. Prayer, informa\-tion, inspiration, encouragement, and involvement are key parts of the process.\par \pard\tx209\par \pard\nowidctlpar\fi-209\li209\tx209\b\i\bullet\tab Stress the spiritual. \b0\i0 When presenting a need, emphasize spiritual renewal and personal growth in giving. not the amount of money you need.\par \pard\tx209\par \pard\nowidctlpar\fi-209\li209\tx209\b\i\bullet\tab Follow up on pledges. \b0\i0 The campaign doesn\rquote t end after you receive enough pledges. Getting people to fulfill long-term pledges requires continual attention.\par \pard\nowidctlpar\tx6224\i\emdash Quentin Wagenfield\par \pard\nowidctlpar\fi198\qj\tx209\i0\par \pard\nowidctlpar\fi233\li215\qj\tx447\b A PROFESSIONAL FUND-RAISER\par \pard\nowidctlpar\qj\tx221\b0\i by Jim Sheppard, CEO and principal of Genesis Partners, specializing in church and nonprofit organization fund-raisinLVALg campaigns\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\i0 Some churches leave money matters entirely in God\rquote s hands, trusting that what they need will come, independent of their efforts. Other churches do an in-house campaign. In recent years, more churches are finding that their fund-raising needs are best met by a professional organization.\par \pard\nowidctlpar\fi198\qj\tx209 Most representatives of such organizations will agree that their companies differ little from one another in purpose. All are committed to helping churches raise more money than they could raise for themselves. Professional fund-raising com\-panies will, on the average, generate two to four times the money raised by a church campaign.\par The following are some other reasons to go with a professional:\par \pard\qj\tx198\par \pard\nowidctlpar\li198\tx181\b\i Expertise. \b0\i0 A consultant provides experienced fund-raising help just as a cardiologist does in the field of medicine. Professional firms use proven methods and approaches.\par \b\i Time.\b0 \i0 Pastors and laity usually do not have the large blocks of time that it takes to plan and execute a major campaign for funds. Hiring a consultant frees the church to concentrate on its regular ministry activities while reaching its financial goals.\par \b\i Focus. \b0\i0 The consultant has no other role or re\-sponsibility in the church and can provide the focus that a campaign needs.\par \b\i Experience.\b0 \i0 A professional consultant has a wealth of experience that can be useful when challenges arise. A consultant will position the campaign at the forefront of the church\rquote s attention without \b in\b0 terrupting the ongoing ministries of the church.\par \pard\qj\tx198\par \pard\nowidctlpar\fi238\li277\tx515\b What to Look For\par \pard\nowidctlpar\qj\tx204\b0 One reason that fund-raising companies are suc\-cessful in soliciting money pledges is that their\par representatives have several plans to fall back on. If plan A doesn\rquote t work, LVALplan B, C, or D takes over, thereby ensuring the success of a campaign.\par \pard\nowidctlpar\qj\tx209 A consultant must also know a church well to make a campaign work. A church should select a consultant who is compatible with the church\rquote s personality and can flex with its needs.\par \pard\nowidctlpar\qj\tx215\par \b Hiring a Professional\par \pard\nowidctlpar\qj\tx204\b0 If your church is hiring \b a \b0 professional fund-raising firm, follow these guidelines:\par \pard\qj\tx204\par \pard\nowidctlpar\fi233\li198\qj\tx447 1.\tab Create a committee to research and select firms to interview.\par 2.\tab Invite the firms for an interview. Allow about ninety minutes for the firm to present an over\-view of its services and for the selection com\-mittee to ask questions.\par \b 3.\tab\b0 Consider the fee. At some point during their presentation, the firm will provide a quote for its services. Most firms provide a package of services that have proven successful for capital campaigns at other churches. The firm should quote a fixed price, not a fee based on a per\-centage of funds raised.\par \i 4.\tab\i0 Check references. Ask for a list of \i all \i0 the clients the firm has worked with recently to make sure they don\rquote t eliminate clients who might offer an unfavorable opinion. Look for churches similar to yours in size and culture. Speak with the per\-son at the church who had significant interaction with the consultant and can offer valid, detailed feedback on their overall campaign experience.\par 5.\tab When your selection team has made a decision, promptly notify all of the candidate firms. They invested in the on-site presentation, so they de\-serve a quick and candid answer.\par \pard\qj\tx198\par \pard\nowidctlpar\qj\tx215\b Budget Savers\par \pard\nowidctlpar\qj\tx204\b0 Most churches hesitate to bring in a professional fund-raising company because of the costs in\-volved. There are better ways to save when rais\-ing money:\par \pard\qj\tx204\par \pard\nowidctlpar\fi198\LVALqj\tx209 Don\rquote t go overboard with printed materials or special activities. Too much gloss and glamour can do more harm than good, but shoddy pub\-lications will discourage members from con\-tributing to your campaign. Maintain elegance without extravagance.\par \pard\nowidctlpar Know your volunteers. It\rquote s important for a campaign coordinator to know what to expect from church members. Volunteers can do anything from folding and stuffing envelopes to organizing publications or producing a pro\-motional video.\par \pard\nowidctlpar\fi238\li198\tx198\tx515\b Look for the right fit\b0 . Tailor the campaign publications and activities to the personality of the church. If the church is used to five-star dining, offer a five-star fellowship event. If the church prefers a potluck, have a potluck. Either way, provide activities and publications that slightly exceed the congregation\rquote s expec\-tations without being excessive.\par \pard\tx198\par \pard\nowidctlpar\b BUILDING WITHOUT BORROWING\par \pard\nowidctlpar\tx204\b0\i by Ray Bowman, founder of Living Stones\par Associates. a church consulting team, and Eddy\par Hall, senior consultant at Living Stones Associates\par \pard\tx204\par \pard\nowidctlpar\tx181\i0 In 1981, Fairview Village Church in the Phila\-delphia area asked me to design a one-thousand-seat sanctuary. This church had an urgent space problem.\par \pard\nowidctlpar\li209\qj\tx204 The congregation also had a debt problem. They still owed on their last building, and almost all the money for any new building would have to be borrowed. As I analyzed their finances, I reached a surprising conclusion. Rather than en\-able the church to keep growing, a major build\-ing program at that time would probably kill the church\rquote s growth. They simply didn\rquote t have the funds to build without taking money away from present and future ministries. Instead of drawing up plans for a thousand-seat sanctuary, I drew up a master plan for the church that included a facil\-ity plLVALan and a financial plan. It outlined how the church could get out of debt and stay out of debt while meeting the space needs of a rapidly grow\-ing congregation.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx209\b The Facility Plan\par \pard\nowidctlpar\qj\tx204\b0 While facility and financial plans must be tailored to each church\rquote s needs, the basic steps that I presented to Fairview Village will work for most growing churches.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx215\b\i Phase 1: Make full use of your present facility. \b0\i0 Most churches that think they need to build are not fully using the space they have. Some changes in use may cost money, but many require no more than a new way of thinking about facilities and a will\-ingness to do things differently, including being inconvenienced for the work of the church.\par \pard\nowidctlpar\fi215\li215\qj\tx447 I recommended that Fairview Village make the following changes as soon as possible:\par \pard\qj\tx215\par \pard\nowidctlpar\fi215\li215\qj\tx447 Replace pews with chairs. Good church chairs are not inexpensive, but they cost far less than a new building. By replacing their pews with chairs, Fairview Village could make their larg\-est single space, the worship area, useful for ministry seven days a week.\par \pard\nowidctlpar\qj\tx204 Move classes to the right-size rooms. Some Sunday-school classes were crowded, while oth\-ers had room to spare. Moving large classes to large rooms and small classes to small rooms gave larger classes room to keep growing. Cap school enrollment. The church\rquote s day school was overrunning the building. Capping enrollment allowed the school to curtail its use of space so the church could use the building for other activities during the week. Build a storage shed. By adding a low-cost storage shed, the church freed three rooms for use by the Sunday school and day school.\par \pard\nowidctlpar\qj\tx215\i Phase 2: \b Remodel for multiple use. \b0\i0 Minor remodel\-ing can make a major differLVALence in a space\rquote s use\-fulness. Churches can increase usable space by taking a wall out or putting one in, or by installing a folding wall across part of a foyer or hallway.\par \pard\nowidctlpar\li216\qj\tx204 Fairview Village had a historic barn on its property with little usable space. Remodeling transformed it into a gymnasium, kitchen, and educational space at half the cost of new construction.\par \pard\nowidctlpar\qj\tx215\b\i Phase 3: Build an addition to increase the useful\-ness of present facilities. \b0\i0 Most rooms in traditional church buildings are designed for single use\emdash the sanctuary for worship, classrooms for classes, the gymnasium for recreation. For a growing church to get out of debt and stay out of debt, it has to make multiple use of all its space.\par \pard\nowidctlpar\fi215\li215\qj\tx447 Most fast-growing churches should have mul\-tiple worship services so that the size of the facility does not limit their growth. To accommodate mul\-tiple services, a church needs a fellowship foyer big enough so people leaving one service have room to visit with those arriving for the next service.\par Fairview Village needed to go to double ser\-vices but had only a small foyer designed for a single service. I suggested that the church build a new fellowship foyer plus urgently needed office space. At the same time, they could remove the wall between the old foyer and the worship space. This would expand worship seating to three hun\-dred, giving the church room to accommodate six hundred people in double services.\par \pard\nowidctlpar\qj\tx215\b\i Phase 4: Build a new building. \b0\i0 After following the first three steps of the facility plan, Fairview Vil\-lage would be fully using its present facility, so the next step would be to build. The next build\-ing would not be the one-thousand-seat sanctuary they had asked me to design, however. Worship space needs could be met far more easily by add\-ing a third service.\par \pard\nowidctlpar\fi215\li215\qj\tx447 By thenLVAL, Fairview would need more educational space, so I recommended a two-story building with classrooms for Sunday school. The elementary school would be on the first level, and there would be a large multipurpose room with a movable, soundproof wall system on the second level.\par \pard\nowidctlpar\qj\tx209\b The Financial Plan\par \pard\nowidctlpar\qj\tx204\b0 By fully using space in each phase of the facility plan, a church would spend far less than expected on facilities. That made it possible to develop a financial plan to meet facility needs without tak\-ing funds away from present or future ministries. Here are some suggestions on drawing up such a plan:\par \pard\tx204\par \pard\nowidctlpar\li198\qj\tx209\b\i Start with the least expensive changes in use of space. \b0\i0 While parts of the expansion would cost a lot, some changes would cost little or noth\-ing. What\rquote s more, the use changes listed in phase 1 of the facility plan could all be imple\-mented within months.\par \b\i Ask the congregation to increase giving. \b0\i0 The goal is to get the church out of debt as quickly as possible without sacrificing funds for staff and ministry.\par \b\i Once the debt is paid, set money aside monthly.\par \pard\nowidctlpar\li181\qj\tx215\b0\i0 The next goal is to pay cash for at least half of the building project. For Fairview Village, this was the fellowship foyer and remodeling of the worship space (phase 3 of the facility plan). Since the fellowship foyer was overdue, the church couldn\rquote t postpone building until they could pay cash for the entire project. Seldom can a church move from a debt economy to a cash economy in a single step.\par \pard\nowidctlpar\li198\qj\tx209\b\i Continue to set aside the same percentage of income for building. \b0\i0 By setting aside a percent\-age rather than a dollar amount, the amount set aside each month will increase as the church grows. This fund is used first to retire the debt from the new building, then to save toward the next building projectLVAL.\par \b\i Pay for the next building with cash. \b0\i0 This completes the church\rquote s transition to a cash economy.\par \pard\tx198\par \pard\nowidctlpar\fi233\li215\qj\tx447\b The Church\rquote s Response\par \pard\nowidctlpar\qj\tx221\b0 Fairview Village committed itself to the plan I pre\-sented and went to work. In less than a year, they had paid off their mortgage. In two years, they were able to add the fellowship foyer, paying cash for more than half of it. Attendance and giving kept increasing, so within two years of completing the addition, the church was once again debt free.\par \pard\nowidctlpar\fi181\tx181 The church grew faster than expected, with av\-erage attendance reaching 850 by 1989, so a third service was added and the next building\emdash the two-story educational facility\emdash was built sooner than planned. Of the $1.2 million construction cost, $850,000 was on hand when construction began, and the rest was raised during construction. The church completed the building with no debt.\par \pard\qj\tx204\par \pard\nowidctlpar\fi238\li277\tx515\b WHEN IT\rquote S BEST TO BORROW\par \pard\nowidctlpar\fi-181\li180\b0\i by Richard Doebler, pastor of Cloquet Tabernacle\par Church in Cloquet, Minnesota\par \pard\li180\qj\tx204\par \pard\nowidctlpar\li180\qj\tx221\i0 Money isn\rquote t the only thing that stewards of the Kingdom should conserve; they also have to think of the people God is sending to the church. Being a good steward means ministering to the needs of people, and sometimes even borrowing to do so. Here are two situations in which borrowing funds may actually be a positive step for a church to take.\par \pard\qj\tx204\par \pard\nowidctlpar\tx204\b A Growing Ministry\par \pard\nowidctlpar\qj\b0 When all other solutions, such as multiple ser\-vices, multiple locations, or leased facilities have been exhausted, inadequate space will inevitably put a ceiling on what a church can do. To one de\-gree or another, economic realities will affect fast-growing churchLVALes. Congregations packed into insufficient facilities may decide to delay building until most of the required funds are set aside, but they should realize that their delay may lead to the following:\par \pard\qj\tx204\par \pard\nowidctlpar\li181\tx2709\b\i\f1\fs24 Stifled growth. \b0\i0 Churches have reached a plateau or lost members by neglecting to make physical accommodations for growing ministries. Overcrowded facilities may seem exhilarating at first, but the novelty soon wears off. Typically, ministries that are forced to operate within cramped conditions for very long will decline or at least have their growth significantly curtailed. Of the five hundred largest churches in the United \f0\fs28 States, most have some level of ongoing debt. The program and ministry needs of fast-growing churches often outstrip their facilities by the time their mortgages are paid off, but they see the need to expand quickly as a positive sign. This is an opportunity, not a problem.\par \pard\nowidctlpar\qj\tx209\b\i Missed savings. \b0\i0 Some churches, particularly newly planted or rapidly growing churches, temporarily solve space problems by renting facilities. Once they have gained a sense of direction, they may find that the price paid to rent space will be higher than the cost of mort\-gage payments on equivalent property. \par \b\i Higher building costs. \b0\i0 Prices on construction materials keep going up. A $500,000 project right now will cost more than $608,000 in five years if prices increase only 4 percent per year. \b\i Lower purchasing power. \b0\i0 While inflation causes prices to increase, the dollars you save toward construction or renovation are losing value. Any interest you may earn on a CD will be somewhat offset by the decreased value of your money.\par \pard\nowidctlpar\qj\tx204\b\i Higher interest costs. \b0\i0 If a congregation delays borrowing, it could encounter higher loan rates than what are currently available.\par \pard\qj\tx198\par \pard\nowidctlpar\fi233\li215\qj\tx447\b A LVALGrowing Income\par \pard\nowidctlpar\qj\tx204\b0 It can pay to borrow money to purchase income-generating property. A church should not buy property just because it can rent it to produce a stream of revenue, but it may be a good idea to buy such property when (1) a church has the op\-portunity to buy adjacent property with the intent of using it for future expansion of church facili\-ties, or (2) the property will be used for ministry that brings in income for the church, and perhaps even pays its own way. Child day-care centers, preschool programs, and Christian bookstores are common examples. The best income-produc\-ing properties will meet one or more of the follow\-ing conditions:\par \pard\qj\tx204\par \pard\nowidctlpar\fi158\qj\tx221\b\i Income exceeds expenses. \b0\i0 Income should cover expenses such as mortgage payments, main\-tenance costs, insurance, and other operating overhead. Keep in mind that nonprofits may have to pay federal and state income tax on income-producing activities (such as property rentals) unrelated to their nonprofit-ministry status. Property tax may also be assessed on church property not used for ministry programs.\par \pard\nowidctlpar\tx181\b\i Expenses remain minor. \b0\i0 Property expenses should not exceed a reasonable portion of the church budget. If building fund and property maintenance costs become disproportion\-ate to the costs of hiring staff, departmental programming, outreach, and missionary en\-deavors, a church has probably lost sight of its primary purpose.\par \b\i The property does not involve the ministry team.\par \pard\nowidctlpar\qj\tx204\b0\i0 Managing rental property can be a time-con\-suming job with lots of hassles. Pastoral staff should not take time from their ministry to\par manage property. Larger churches rely on ad\-ministrative experts to manage their facilities and grounds. Smaller churches will need to move in that direction to ensure that ministry staff members are not sidetracked from their primary functions.\par \pard\qjLVAL\tx198\par \pard\nowidctlpar\fi233\li215\qj\tx447\b How Much Debt?\par \pard\nowidctlpar\qj\b0 The question is not so much \i if \i0 but when and how much to borrow. Opinions vary, but some suggest that monthly payments of 25 percent or less of the total church budget are appropriate. Lenders gen\-erally do not want you to plan for a debt load that\rquote s higher than 30 percent of your prior year\rquote s actual church income.\par \pard\nowidctlpar\fi198\qj Responsible debt management becomes a critical consideration. A church should not count on projected numerical or financial growth to make payments that are too high for the current congregation to meet. Overextending a church\rquote s financial abilities can cripple its ministry, just as refusing to build adequate facilities can put a lid on growth.\par For many churches, there will be times of criti\-cal need when borrowing is appropriate. Still, they should take out a loan with both eyes open.\par \pard\nowidctlpar\qj\par \pard\nowidctlpar\qj\tx204\b GETTING A LOAN\par \pard\nowidctlpar\qj\tx209\b0\i by Dan W I-less, professor of finance at Seattle Pacific University, and John R. Throop,founder of the Summit Group\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx215\i0 Here are seven key steps to building a healthy partnership with those who might finance your church\rquote s future:\par \pard\qj\tx204\par \pard\nowidctlpar\fi233\li215\qj\tx447\b\i 1.\tab Get an early start. \b0\i0 Contact lenders before talk\-ing with an architect. Dan Mikes of Bank of the West says, \ldblquote It\rquote s important for the lender to con\-firm the church\rquote s debt capacity, as well as for churches to orient themselves to the lender\rquote s perspective regarding appropriate funding. For example, hoping for the future sale of an asset leaves the door open for a shortfall.\rdblquote\par \pard\nowidctlpar\li204\qj\tx221\i 2.\tab\b Develop realistic plans together. \b0\i0 Church lead\-ers need to balance the vision, fund-raising goal, project size anLVALd staging, and the ability to borrow in order to begin construction, If, for example, you can\rquote t match the following ratios, the project may have to be financed in some way other than a loan\emdash or be put aside for the moment:\par \pard\qj\tx204\par \pard\nowidctlpar\li357\tx181 The loan should not exceed three to four times the church\rquote s annual receipts.\par The mortgage payments should be no more than 35 percent of the annual church receipts; 20 to 25 percent is a comfortable range.\par While denominational agencies may be more forgiving, a bank is unlikely to finance more than 80 percent of a project\rquote s cost.\par Mortgage lenders can help determine just how much money can be obtained. Because lenders deal with construction all the time, they can be very helpful in avoiding the common problem of underestimating total construction cost.\par \pard\qj\tx357\par \pard\nowidctlpar\li204\qj\tx221\b\i 3.\tab Create a long-term master plan. \b0\i0 Develop a pre\-sentation of the rationale for building, including church goals and strategy. Planning also helps to avoid a major mistake: failure to disclose a multiphase plan. Karen Polak of Bank of Amer\-ica says, \ldblquote We don\rquote t want surprises, and neither does the church. If phase 1 goes according to plan, we\rquote ll be there for phase 2.\rdblquote\par \pard\nowidctlpar Polak also looks for a plan B. \ldblquote What would the church do if growth didn\rquote t materialize, a conflict occurred, or something happened to the pastor?\rdblquote she asks.\par \pard\nowidctlpar\li204\qj\tx221\b\i 4.\tab Organize your church\rquote s records. \b0\i0 Most lend\-ers want to see clear and complete financial statements for the previous three years. A thorough mortgage proposal will include the following:\par \pard\qj\tx204\par \pard\nowidctlpar\li357\tx181 A three-year trend in receipts that separates restricted from unrestricted giving. Be sure to show that contributions designated by donors for specific uses were actually usLVALed for that purpose.\par A balance sheet detailing assets, liabili\-ties, and fund balances. This is essential.\par Describe any sizable assets (such as land, vehicles, and so on) and sizable liabilities, such as mortgages or debts.\par A detail of ministry costs that distinguishes between mandatory expenses (such as salaries and utilities) and discretionary expenses (activities and advertising).\par Information about the building fund (if there is one), including fund balance, uncollected pledges, campaign goal, and percentage of contributors.\par \pard\qj\tx357\par \pard\nowidctlpar\li204\qj\tx221\b\i 5.\tab Document your history. \b0\i0\ldblquote It\rquote s important for the lender to know how the church has grown in membership, attendance, and asset base,\rdblquote says Polak. Lenders often want your church\rquote s his\-tory, r\'e9sum\'e9s of key leaders, financial demo\-graphics of your congregation, and information about fund-raising in the past. Some things lend\-ers might be looking for include the following:\par \pard\qj\tx204\par \pard\nowidctlpar\li357\tx181 A minimum of fifty adult family units in membership. The smaller a congregation, the more vulnerable it is to falling member\-ship, poor regional economy, or dissension.\par \b A good mixture of ages.\b0 Many children and adults point toward a good future, and high numbers in the thirty to fifty-five age range imply strong financial support.\par \pard\nowidctlpar\fi233\li215\qj\tx447 It is worrisome to have too many members over sixty because they may not be around to pay for the future.\par \b Economic diversity:\b0 Too many members in one industry pose a higher risk to a lender than a church in a diversified area.\par \b Strong leadership.\b0 How long has the pastor been at the church? Does the pastor have the love and respect of the people?\par \pard\qj\tx266\par \pard\nowidctlpar\li175\qj\tx215\b\i 6.\tab Research before making commitments. \b0\i0 What is the lender\rquote s track record in church financing?\par LVAL \pard\nowidctlpar\fi233\li215\qj\tx447 A relationship with a good lender (rather than a onetime transaction) will save money in the long term, especially in a church master plan\par with multiple phases.\par \pard\nowidctlpar\fi266\qj\tx209 You can obtain financing from a local bank (which gives you the benefit of working with someone locally), a mortgage company (which may offer preferable interest rates), or an in\-vestment bank (which sells bonds to raise the funds). Legitimate firms should be happy to provide references from other churches they have financed. Do not shortcut on researching those references.\par \pard\nowidctlpar\li187\tx181\b\i 7.\tab Apply. \b0\i0 Your church will generally have to pay some initiation fees up front. Lenders typically charge origination fees, points, underwriting fees, and other costs incurred to prepare the loan. Most national firms require some form of deposit that is refundable if the church chooses not to finance. Allow ninety days of lead time for the lender to perform due diligence in un\-derwriting assignments.\par \par \pard\nowidctlpar\li2076\qj\tx2437\b HOW TO SELL YOUR BUILDING\par \pard\nowidctlpar\tx204\b0\i by Michael W Michelsen Jr. a freelance writer in Riverside, California\par \pard\tx204\par \pard\nowidctlpar\qj\tx204\i0 A congregation usually sells a church only once during its lifetime, so most church leaders know little about the process. To help you prepare for the task, here are some suggestions from pastors and professionals.\par \pard\tx204\par \pard\nowidctlpar\fi175\tx204\b\i Get the sellers together. \b0\i0 Getting the clear sup\-port of everyone in the congregation was criti\-cal for Heights Baptist Church in Richardson, Texas. When the crowded church was offered the opportunity to obtain twenty acres with freeway frontage, the decision to relocate seemed obvious. Still, the leaders took the time to get full congregational approval before proceeding.\par \pard\nowidctlpar\qj\b\i Decide what stays and what goes. \b0\i0 ChurLVALch items of sentimental or historical value can be a problem when a building is sold. Dedicated pews, windows, or other objects could be moved, but frequently the costs involved are prohibitive. Still, Heights Baptist Church took special objects with them. For example, three old crosses from the front of the old church were put in the new sanctuary. \par \b\i Understand the church market. \b0\i0 When selling church property, leaders should be aware that many communities don\rquote t regard churches as an asset. That factor sometimes cuts a sell\-ing price in half, and your expected revenue will be further reduced if you limit buyers to churches or\par \pard\nowidctlpar\tx204 nonprofit organizations. Hiring a broker with experience in selling churches is highly recommended.\par \pard\nowidctlpar\qj\tx204\b\i Get an attorney.\b0 \i0 Legal problems can haunt a church sale. For example, Westside Baptist Church found a reversionary clause dating back to 1946 that would revert the title of the church back to the previous owner, a Presbyterian church, if it sold to buyers who would no longer use the church as a house of worship. Hiring an attorney to examine all documents regarding the sale or transfer of church property would have eased much of that stress.\par \pard\nowidctlpar\qj\tx209\b\i Work out the terms\b0 \b of sale. \b0\i0 Should a congre\-gation practically give away its property to a small congregation that needs more space but can\rquote t afford to pay the market price? Or should people expect a good return on their investment so they can build a new facility without incurring too much debt? Will you allow your church building to be taken over by a congregation whose faith differs from your own or by a group that has no intention of using the church as a church? Settle these matters before listing your church.\par \pard\nowidctlpar\qj\par \pard\par \cf1\f2\fs29\par } LVALu^5{\rtf1\ansi\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\fswiss\fprq2\fcharset0 Arial;}{\f2\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\lang1033\f0\fs28 CL 211-223\par CHAPTER 5\par LOCATION\par \par IN THIS CHAPTER \par SHOPPING FOR LAND 211\par ZONING WARS 213\par \par \pard\nowidctlpar\qj\b SHOPPING FOR LAND\par \b0\i by Melody J. Carroll, a Realtor in Iowa City, Iowa, and Doug Stephens, vice president of Hull-Stephens & Associates, an architectural firm in Swartz Creek, Michigan, specializing in church design\par \pard\qj\par \pard\nowidctlpar\qj\i0 You may want to ask several key questions when shopping for land on which to build a church:\par \pard\qj\par \pard\nowidctlpar\qj\b\i Where is the land located in relation to the community?\par \b0\i0 The three \i L\rquote s \i0 of real estate\emdash location, location, location\emdash are as important for a church as for a business or residence. A new church site should alleviate crowding, allow for continued growth, and provide for future church expansion. Look for the following conditions:\par \pard\qj\par \pard\nowidctlpar\qj\tx2704 The site should be convenient to your congregation.\par It should be highly visible, so that people will see the church frequently and be able to find you.\par It should have access to a major thoroughfare, with adequate frontage.\par It should have enough land for current facili\-ties, parking, and future expansion.\par \pard\qj\tx2704\par \pard\nowidctlpar\qj\b\i How much land should you buy?\par \b0\i0 You\rquote ll need enough space to accommodate your buildings, parking lot, and future needs. For parking, factor in one space for every two to three\par \pard\nowidctlpar\qj\tx2511 people your sanctuary holds. You will need space for recreational facilities such as a softball field, gymnasium, storage barn, and grassy play area. Subtract areas of floodplain and wetland, and plan your building around local buildLVALing-setback re\-quirements. The bottom line? Smaller churches can get along with about five acres, but you should generally look for at least ten to twenty acres to ac\-count for some areas that you can\rquote t build on.\par \pard\nowidctlpar\qj\tx2534\b\i What kinds of zoning restrictions can affect a church site?\par \pard\nowidctlpar\qj\tx2511\b0\i0 Churches can be built in just about all zoning dis\-tricts, although churches generally prefer to build in residential areas. However, there can be special restrictions for churches beyond the normal re\-strictions of a zoning district. For example:\par \pard\qj\tx204\par \pard\nowidctlpar\fi192\qj\tx2522 You might have to apply for a special-use per\-mit to build in a residential area.\par \pard\nowidctlpar\qj\tx2511 The land might have to meet minimum-size parcel restrictions.\par The parcel might have to be located on a ma\-jor thoroughfare with a minimum amount of frontage.\par The building setbacks might be greater than the standard zoning requirement. The height of a building can affect the setback\emdash the higher the building, the farther it may need to be placed from property lines or frontage. Parking restrictions may affect the number of spots you must allow for, and most commu\-nities also require that the church parking lot be properly drained and paved.\par \pard\nowidctlpar\qj\tx2704 You may be required to provide a landscape screen between your parking lot and adjacent residential property. This is to protect neigh\-bors from the negative influences of a park\-ing lot, such as unsightliness, noise, and car headlights shining into homes. Other general landscaping may also be required to beautify the community.\par \pard\qj\tx192\par \pard\nowidctlpar\qj\tx2534\b\i What is the status of the land, especially under the building site?\par \pard\nowidctlpar\qj\tx2511\b0\i0 The soil on which you intend to build should be analyzed by a geologist or technician to determine if it will support the weight of your church. Soil compositioLVALn, water level, underground fill, and radon levels can affect the location, foundation, and cost of building on a certain site. If you know about soil problems before you start building, you may be able to overcome them through wise con\-struction. If you don\rquote t, you may add hundreds of thousands of dollars in trying to correct problems on land you should never have purchased in the first place.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx2534\b\i What environmental factors need to be considered?\par \pard\nowidctlpar\qj\tx2511\b0\i0 It is wise to have an environmental study done on a property, especially if it\rquote s in a rural or suburban area. Though the occurrence is rare, no church can afford to have its building site turned into protected land if someone discovers an endangered animal.\par \pard\nowidctlpar\fi192\qj\tx2522 There are also regional factors to consider that can alter a church\rquote s foundation, structure, and even roofing plans. For example, Midwest\-ern snowstorms, California earthquakes, Florida hurricanes, and Southwestern drought and flood cycles will all affect the kinds of buildings you con\-struct. That, in turn, may affect the kind of soil and topographical features you need to consider in a property.\par \pard\qj\tx192\par \pard\nowidctlpar\qj\tx2534\b\i What kinds of legal considerations should we be aware \b0 of?\par \pard\nowidctlpar\qj\tx2511\i0 You\rquote d be wise to hire an attorney who is experi\-enced in real estate. This person will make sure that your purchase agreement is properly pre\-pared and binding. An attorney will also arrange for a title search, which will assure you that there are no liens against the property or hidden own\-ers who could someday lay claim to your property. The attorney will also search for any easements on your property, such as underground utilities and access easements to adjacent properties that could affect your use of the property.\par \pard\nowidctlpar\fi192\qj\tx2522 Generally speaking, churches do not have LVALto pay property taxes. However, some communities will tax property that they deem to be in excess of what the church needs to function as a church. For example, if you have forty acres but your church only requires ten acres to function, you may have to pay taxes on the excess thirty acres.\par \pard\par \pard\nowidctlpar\qj\b\i Wha\b0 t \b can we do now to ensure a safe investment?\par \b0\i0 Here are some general warnings that can prevent surprises and mistakes:\par \pard\par \pard\nowidctlpar\qj Look twice at offers of bargain-priced property. There are usually good reasons why such property is being unloaded.\par Consider contingencies in your purchase agreement. You might make the sale contin\-gent on a perk test, clear ownership, or other concerns you have about the property that can\rquote t be determined before completing the purchase agreement. Do extra research on property near streams and bodies of water. You might face legal challenges due to floodplains and protected wetlands.\par \pard\nowidctlpar\qj\tx2704 Get professional advice. Have your architect, surveyor, or civil engineer visit the site, check a few public records (plat maps, floodplain maps, soil maps), and give professional judg\-ment on the parcel. Talk to your local building inspector. This per\-son knows the area and understands many of the restrictions.\par \pard\tx204\par \pard\nowidctlpar\tx2931\b ZONING WARS\par \pard\nowidctlpar\tx2636\b0 Some communities drag their feet on giving churches permission to build or purchase property. They would prefer that their land be purchased by tax-paying organizations rather than tax-exempt churches, but that has begun to change with the passing of the Religious Land Use and Institutionalized Persons Act (RLUIPA).\par \pard\nowidctlpar\tx2636\tx2880 RLUIPA requires that local governments prove their decisions against churches are the \ldblquote least restrictive means\rdblquote to accomplish a \ldblquote compelling government interest.\rdblquote A truly precedent-settingLVAL RLUIPA case that makes it to the U.S. Supreme Court has yet to be tried, but lesser victories have been won.\par \pard\nowidctlpar\fi243\tx2636\tx2880 For example, Haven Shores Community Church won the right to occupy a former retail mall, which authori\-ties in Grand Haven, Michigan, had denied the congregation. Foothills Christian Fellowship, which wants to renovate a mall, filed a similar suit against El Cajon, California.\par Despite the federal law, zoning is handled mostly on the local level, and that\rquote s where most battles are fought. \ldblquote We\rquote re in the process of building up case law, and legal precedents are important,\rdblquote said former city planner and church expert Lyle Schaller. \ldblquote What\rquote s happening across the country is state by state. Churches are saying that we need to get a definitive judicial ruling as precedent so no one else has to go down that road.\rdblquote\par \pard\tx2636\tx2880\par \pard\nowidctlpar\tx2619\b PREPARING THE WAY\par \pard\nowidctlpar\tx2636\b0 Before filing for building permits, invite your neighbors and politicians over for coffee. \ldblquote You reduce the poten\-tial opposition simply by being neighborly, sharing full information, and having your own public hearings,\rdblquote Schalter said. \ldblquote Then do the same kind of public relations with the local officials, showing by your polite poli\-ticking that you\rquote ll make reasonable adjustments. Demonstrate that you\rquote ll be a good citizen. The cheapest way to fight is not to fight.\rdblquote\par \pard\nowidctlpar\tx9206\i\emdash Eric Reed\par \pard\nowidctlpar\fi192\qj\tx2522\i0\par \pard\nowidctlpar\tx2636 CHAPTER 6\par PLANNING THE PROJECT\par \par IN THIS CHAPTER\par PRE-BUILDING HOMEWORK 215\par BUILDING RIGHT FROM THE START 216\par FOLLOWING GOD\rquote S PLAN 218\par WHO\rquote S ON THE BUILDING TEAM? 219\par BUILDING Q & A 220\par HOW TO BUILD FLEXIBLE SPACE 221\par PLANNING COLOR ON PURPOSE 223\par \pard\nowidctlpar\fi192\qj\tx2522\parLVAL \pard\par \pard\nowidctlpar\qj\b PRE-BUILDING HOMEWORK\par \b0\i by Dale Ingersoll, pastor of Westside Baptist Church in Fort Pierce, Florida\par \pard\qj\tx2471\par \pard\nowidctlpar\qj\i0 Our church has relocated, rebuilt, and remodeled. I\rquote ve also helped other churches through the build\-ing process. Perhaps the most important lesson I\rquote ve learned is not to make a single decision about construction until you\rquote ve done your homework.\par \pard\nowidctlpar\qj\tx2466 I once helped a church that had decided on an architect, the building, and a site without doing its preliminary homework. The architect produced drawings for a project that would have cost more than ten times the church\rquote s annual budget. The church had spent a ton of money on architectural drawings it couldn\rquote t possibly use.\par I asked the church, \ldblquote How can you know what to tell an architect without planning first?\rdblquote We sat down with basic architectural formulas and cal\-culated how much space the congregation would need, based on the number of people they antici\-pated coming to the church in the coming years. We added in a percentage for utility and storage space, calculated for parking, and so forth.\par Churches need to realize that most contractors and consultants exist to sell you a product. They will help you build whatever you want. Rarely will they suggest that you\rquote re asking for more than you need. You need to be thorough in the planning process to be sure you\rquote re putting up a building that makes sense.\par Churches also need to be cautious about pur\-chasing property. Before \i I \i0 consider buying a piece of property, I hire an environmental engineer to walk the land. I want to avoid the mistake that one Midwestern church made in lining up construc\-tion equipment at the cost of four thousand dollars a day, only to have an endangered bat on the property stop all work. No church can afford to make that kind of mistake.\par \pard\nowidctlpar\qj\tx2534 Soil tLVALests, boring tests, and topographical sur\-veys are essential. Otherwise you might spend hundreds of thousands of dollars to fill a hidden marsh under your proposed foundation or elevate your building site to water-runoff levels. Correct\-ing problems on a parcel of land can cost as much as the building itself.\par Finally, you must research city, state, and county requirements for putting up a building. The fire marshal may require a sprinkler system if your worship center has a certain number of seats. A city may require a minimum of new parking spaces to avoid traffic overflow. Contact governments about building requirements, and hire a civil engineer to calculate the cost of new utility lines.\par For most churches, raising a new building is a big, romantic vision, but the real costs of construc\-tion are in property development and planning. All of these questions\emdash environmental, topographi\-cal, and civil\emdash must be addressed in the plan\-ning process \i before \i0 any decisions are made about building.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx2522\b BUILDING RIGHT FROM THE START\par \pard\nowidctlpar\qj\tx2704\b0\i by Paul Spite, director of AFD Consulting in War\-saw, Indiana, specializing in architectural plan\-ning for churches\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx2511\i0 The pews are packed, the foyer cramped, and the parking lot a disaster. Clearly, the church has outgrown its facilities. The congregation wants to build, but it\rquote s wary. It has heard too much about what can go wrong with a building program. For any church about to start a major construction project, here\rquote s a twelve-step approach to thinking it through:\par \pard\nowidctlpar\li187\b\i 1.\tab Know why you\rquote re building. \b0\i0 A church building is only a tool that the real church uses to minister to the needs of the body of Christ and the com\-munity. A congregation should build or reno\-vate only if that project will enhance its worship, education, and fellowship.\par \pard\LVALnowidctlpar\li204\tx2636\i 2. \b Know when to build. \b0\i0 According to the book \i When Not to Build, \i0 by Ray Bowman and Eddy Hall, a congregation should weigh a decision to build against three principles:\par \pard\nowidctlpar\tx204\tx2619 Build only when you can do so without dis\-turbing your ministry to people. Build if you are fully using the space you have but need more.\par \pard\nowidctlpar\li351\tx9206 Build when you can afford to build with the income God has provided and without bor\-rowing funds needed for other ministries.\par \pard\tx351\par \pard\nowidctlpar\li187\b\i 3.\tab Get everyone\rquote s support. \b0\i0 A plan for physical growth must be combined with a plan for outreach and development. A minister can\rquote t develop that alone. Laypeople must have a vision for growth in the Kingdom of God and a willingness to work for it in personal ministries.\par \b\i 4.\tab Sort through the options. \b0\i0 To expand a church building to accommodate growth, you might consider the following:\par \pard\tx204\par \pard\nowidctlpar\tx204\tx2619 Renovate current facilities to handle minor problems, and reassign programs to make better use of space.\par \pard\nowidctlpar\fi243\tx204\tx2636\tx2880 Add on to current facilities. Look for another church facility in the com\-munity to move into. Existing structures are usually more affordable than new construction.\par Build a new facility in a location that will accommodate at least twenty-five years of continued growth.\par \pard\tx351\par \pard\nowidctlpar\li204\tx2636\b\i 5. Cover the cost. \b0\i0 Building debt free is best. Short of that, to fund your project, consider doing the following:\par \pard\nowidctlpar\tx204\tx2619 Look for donated funds that have not yet been assigned to a ministry.\par \pard\par \pard\nowidctlpar\li385\qj\tx2511 Ask for pledges to stimulate giving and in\-crease awareness of need.\par Look for low-interest loans or grants from your denomination or parent-church organization.\par Sell your current LVALbuilding. Sell any extra land. Design a facility that includes rentable spaces, such as a gym, fellowship hall, conference rooms, classrooms, or day-care facilities.\par \pard\tx385\par \pard\nowidctlpar\li215\qj\b\i 6.\tab Form a committee. \b0\i0 The advantages of putting a committee in charge of a church building project are group wisdom and shared respon\-sibilities. Disadvantages include inefficiency in decision making and hurt feelings due to majority rule over minority opinions. First, ap\-point a committee of ministry leaders to come up with a design that meets the congregation\rquote s needs. Then appoint a committee of people with business and building expertise to manage the construction.\par \b\i 7\tab Choose your building approach. \b0\i0 Early in the build\-ing process, decide which approach to building you\rquote ll use. Here are some possibilities:\par \pard\nowidctlpar\li260\tx2931\b\i Traditional. \b0\i0 An architect designs the build\-ing, and a general contractor oversees the construction.\par \b\i Design-build. \b0\i0 One firm designs and con\-structs the building.\par \pard\nowidctlpar\li351\qj\tx2704\b\i Construction manager. \b0\i0 One person is ap\-pointed to make purchases and to hire and coordinate subcontractors. The church pays the bills directly.\par \pard\nowidctlpar\li385\qj\tx2522\b\i Pre-engineered. \b0\i0 The building is purchased ready made from a firm.\par \pard\qj\tx385\par \pard\nowidctlpar\li260\tx2931 Each method has its advantages. If you de\-cide to use an architect, get that person involved as quickly as possible. Normal fees start at 10 percent for small remodeling projects, 7 percent ~or larger remodeling, and 4 to 7 percent for new building projects.\par \pard\nowidctlpar\li385\qj\tx2511 Before choosing a contractor, talk with clients who have used the firm. Ask how the firm re\-acted to changes, how many levels of manage\-ment were involved in decision making, and how well the firm communicated with the church.\par \pard\nowidctlpar\fi-260\li2LVAL60\qj\tx260\b\i 8.\tab Plan for the future. \b0\i0 Master planning is the art of keeping options open. That means developing a design that allows for at least twenty years of growth. Your design should meet present needs and be the first phase of a future com\-plex. Finishes, openings, structures, and sys\-tems should be designed accordingly. Spaces should be flexible, and furniture should be movable, modular, and stackable for variable use in the coming years.\par 9.\tab\b\i Follow the rules. \b0\i0 You should be aware of some regulations as you make decisions about build\-ing a church:\par \pard\qj\tx260\par \pard\nowidctlpar\li385\qj\tx2522 Covenants govern how some real estate is used. Is your church property part of such a development?\par Zoning ordinances include specifics such as setbacks, height restrictions, and park\-ing requirements.\par Building codes say what materials and methods should be used in construction. Easements are rights-of-way across some\-one else\rquote s property that limit usage.\par Permits are required from a local building department before construction begins.\par Inspections by local government officials ensure that what was approved is what is being built.\par A certificate of occupancy is granted after the finished building passes inspection.\par \pard\qj\tx385\par \pard\nowidctlpar\li215\qj\b\i 10.\tab Watch the add-ons. \b0\i0 The final cost of a new building depends on choices you make along the way about the church\rquote s structure, systems, and finishes. Be especially wary about the following:\par \pard\qj\tx215\par \pard\nowidctlpar\li385\qj\tx2511\b\i Basements. \b0\i0 Since codes discourage the use of basements for group meetings, base\-ments have become cost prohibitive for many churches.\par \pard\nowidctlpar\qj\b\i Clear span. \b0\i0 The larger the clear span of your building, the more expensive it will be. \par \b\i Roof slopes\b0 . \i0 Higher roof slopes collect less snow, but they catch more wind. They\rquote re more dramatic but creaLVALte more space to heat and cool, require more money to fin\-ish, and are harder to transport.\b \par \i Tilted floors. \b0\i0 Sloped floors are tough to fin\-ish. They are less adaptable for multiple use and are difficult to add on to in the future.\par \pard\nowidctlpar\qj\tx2534\b\i Building materials. \b0\i0 Some construction ma\-terials are better suited to volunteer labor than others.\par \pard\nowidctlpar\qj\tx2511\b\i Shape of sanctuary. \b0\i0 Rectangular plans of\-fer the best seating efficiency for up to five hundred people. With more people than that, a fan shape works better. \par \b\i Installation. \b0\i0 The more difficult a product is to install, the more expensive it will be to install, repair, or replace.\par \pard\tx402\par \pard\nowidctlpar\qj\b\i 11.\tab Factor in the sound. \b0\i0 Acoustics should be a part of your building design and budget from the start. Most churches spend about 10 percent of their building budget on a sound system. When planning for sound, remember the following:\par \pard\qj\tx272\par \pard\nowidctlpar\tx2636 Get advice from several professionals before deciding what system you need.\par Make sure that professional training for your sound crew is included in any sound package you buy.\par Remember that a cheap component can bring down the quality of an entire sound system.\par Plan a system with enough capacity to accommodate years of growth.\par \pard\qj\tx402\par \pard\nowidctlpar\fi-260\li294\qj\tx260\b\i 12.\tab Use spiritual resources. \b0\i0 Scripture and prayer are the primary sources of guidance in any building program. Other churches that have been through the process can help, as can professionals in design, construction, and government.\par \par \pard\nowidctlpar\tx204\tx2636\tx2880\b FOLLOWING GOD\rquote S PLAN\par \pard\nowidctlpar\tx204\tx9206\b0 Three years after our church\rquote s founding, we began searching for land for a new church campus. We located a beautiful thirteen-acre site with trees, a creek, and good access. Our LVALleaders loved it. Considering our worship attendance at the time, none of us could conceive of ever needing more than thirteen acres.\par \pard\nowidctlpar\fi232\li10\tx232 Our hearts were set on that property. We walked among the trees and fantasized about the beautiful glass chapel we would build there. We prayed and prayed about this as we entered negotiations with the owners.\par Then what started as a straightforward purchase became more complicated. Our hearts sank with each discouraging detail. We believed that God\rquote s will was for the church to have this piece of property, but we contin\-ued to pray for his will to be done.\par After several weeks of watching doors close on the site we had come to love, we concluded that God was teaching us something. As we began praying for God to guide us to the site he knew we would need in the future, a tremendous sense of relief swept over us. God was keeping us from making a big mistake.\par We soon found a larger site. We have purchased adjacent land on two occasions since then, and we now have a tract many times larger than that wooded glen, and we eventually needed it to accommodate our attendance. God turned us from the desires of our hearts and gave us what we truly needed for the ministry he had planned.\par \pard\i\emdash Adam Hamilton\par \par \pard\nowidctlpar\qj\tx2511\b\i0 WHO\rquote S ON THE BUILDING TEAM?\par \pard\nowidctlpar\qj\tx2534\b0\i by Richard Doebler, pastor of Cloquet Tabernacle\par Church in Cloquet, Minnesota\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx2522\i0 Who do you want on your building committee? They aren\rquote t necessarily the ones you might ex\-pect. Don\rquote t assume that just because individuals are builders, contractors, or bankers they can de\-liver what you need.\par \pard\nowidctlpar\qj\tx2704 Having experience or financial resources is no guarantee that a person will be aligned to your vision and purpose. We risk undermining larger goals if we recruit the wrong people for the build\-ing coLVALmmittee. A person with dreams or goals at odds with the declared direction of the church and its leadership will be counterproductive on the committee.\par One person, commenting about three proposed directions for our expansion, told me, \ldblquote I don\rquote t have enough faith for the million-dollar project. I seri\-ously doubt that we can do the $375,000 plan. But I believe that we could do the $175,000 project.\rdblquote\par \ldblquote Of course we can do that!\rdblquote I said. \ldblquote We already have more than that in our account right now. It doesn\rquote t require faith to do something we already have the money for.\rdblquote Though he was involved in the early stages of our discussions, the man did not make the cut to be part of our building committee.\par Raising funds is challenging enough without having to paddle against the currents of different views. How do you determine whether someone is with you, heart and soul?\par \pard\qj\tx204\par \pard\nowidctlpar\li187\b\i 1.\tab Start with a broad approach. \b0\i0 We found it ben\-eficial to develop our team in stages. We first recruited a large number of people to work through our envisioning process. We matched people by their skills or experience to assign\-ments that would help us move forward:\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx2704 Demographic studies\par \pard\nowidctlpar\qj\tx2522 Surveys of progressive area churches Community needs analysis\par Congregation poll Communications\par \pard\nowidctlpar\qj\tx2704 Alongside all these efforts, a prayer team was formed to help everyone keep focused and in touch with God\rquote s priorities.\par Gathering all this information helped us de\-fine and clarify our goals. It also helped us see which leaders we should tap for the next phase of planning our project. We identified the vision\-ary people of faith and determined who were the movers and shakers. We learned who was reliable and who dropped the ball. Since this initial phase was short term and required low invLVALestment, we did not lose much if some failed to fulfill their commitment.\par \pard\nowidctlpar\li204\b\i 2.\tab Tighten your focus. \b0\i0 By the time we were ready to move to the next phase, we had a better idea of the key players to include on the committee.\par \pard\nowidctlpar\qj\tx2704 Three had some building experience, and we included representatives from various areas of church ministry\emdash people who worked with children, youth, worship, and other specialized groups. When our final funding did not match our ambitious dreams, our ministry representa\-tives could hammer out priorities based on our church\rquote s primary purpose and goals. By recruit\-ing the right people, we were able to refocus our construction goals without territorial battles.\par Our solution was to enlarge the children\rquote s ministry and delay construction of a multipur\-pose gym and worship center. We adapted exist\-ing space for expanded youth programs rather than built a second level on the new addition.\par \pard\nowidctlpar\qj\tx204\tx260\b\i 3.\tab Select an inner circle. \b0\i0 Once the project was un\-der way, we selected key players for a \ldblquote quick- strike force.\rdblquote They became the go-to people for making the quick decisions required almost daily at the job site.\par \pard\nowidctlpar\li187\par 4.\tab\b\i Include others when needed. \b0\i0 We enjoyed an open atmosphere on our building committee that elevated pragmatic solutions above per\-sonal agendas and preferences. For example, our team felt free to recruit people from outside the building committee for specific short-term tasks. When the time came to launch our fund-raising efforts, the building committee tapped individuals who were not on the committee but were known to be gifted with the necessary skills to do the job.\par \pard\qj\tx215\par \pard\nowidctlpar\qj\tx204\tx2534\b BUILDING Q & A\par \pard\nowidctlpar\qj\tx204\tx2522\b0\i by Jennifer Schuchmann, a freelance writer in Mari\-etta, Georgia, and John R. Throop, foundLVALer of the Summit Group\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\tx2704\i0 Here are the questions pastors most frequently ask about church construction, with answers from six professionals in the church building industry:\par \pard\qj\tx204\par \pard\nowidctlpar\tx204\tx2931\b\i What should we build first: a sanctuary, education building, or family-life center?\par \pard\nowidctlpar\qj\tx204\tx2704\b0\i0 That depends on the ministry, says architect Buddy Siebenlist. His experiences with churches have taught him that the sanctuary should be the primary consideration in any building campaign. \ldblquote On absolutely every sanctuary project that we have done, the church has experienced a tremen\-dous attendance and membership boom,\rdblquote Sieben\-list says.\par \pard\nowidctlpar\fi215\tx215\tx2636 A growing church means a greater base of support for a larger budget and building fund, so Siebenlist suggests that the second and third build\-ing phases of a rapidly growing congregation be started soon after the completion of the sanctuary.\par \pard Church growth specialist Lyle Schaller dis\-agrees.\par \pard\nowidctlpar\fi215\tx2636 Schaller says that typically the sanctuary is the most expensive construction element in a plan. It\rquote s also the most difficult part of a church complex to alter. It\rquote s better to expand or build the sanctuary once other pieces are in place and more members are committed to support the building program, Schaller says. Build your sanctuary last.\par Either way, keep in mind that the sanctuary is the engine that drives all other buildings and uses for land, such as parking, outdoor recreation, and future expansion. The space where your church worships is the capstone, or focal point, of your complex. Make sure that every piece of the com\-plex fits your overall vision.\par \pard\nowidctlpar\tx2931\b\i How many people should our new sanctuary seat?\par \pard\nowidctlpar\qj\tx2704\b0\i0 Twice the number of people in your current build\-ing is a goLVALod rule of thumb, suggests Mark West of Century Builders. \ldblquote Obviously this needs to be evaluated against the financial picture of the church,\rdblquote he adds. If your budget won\rquote t allow you to build a sanctuary that large, choose a design that will allow you to expand in the future.\par \pard\qj\par \pard\nowidctlpar\tx2931\b\i How much parking space will we need?\par \pard\nowidctlpar\qj\tx2704\b0\i0 Begin by checking city or county codes for church parking. Then figure out your current parking ra\-tio, and settle on the lower of the two, at a mini\-mum. For example, a city code may require one parking space for every three seats in the sanctu\-ary. That ratio would be 3:1. But if your actual ratio is 2.5:1, and your congregation is comfortable with that, you should stick with it. The usual seat-to-parking ratios used by churches range from 2:1 to 4:1.\par \pard\qj\par \pard\nowidctlpar\tx2931\b\i How long will it take to build?\par \pard\nowidctlpar\qj\tx2704\b0\i0 Assuming you already own a site, allow two years for the planning, design, and construction of the facilities. Mark Ryczek of Threshold Design says that you should also factor in how much time it takes a congregation to make decisions. \ldblquote You need one time frame for developing drawings and an\-other for putting up the building after getting sup\-port from the congregation,\rdblquote Ryczek says.\par \pard\nowidctlpar\fi215\tx2636 Another key factor is whether this is new con\-struction or a remodeling project. Here is a sug\-gested timetable for the components of building:\par \pard\nowidctlpar\tqc\tx2783\tab\b Task Time\par \b0 Feasibility and programming\tab \tab 2 months\par Conceptual design\tab \tab\tab 2 months\par Design development and refining\tab 3 months\par Contract documents, specs, bids\tab 4 months\par Time till construction starts\tab \tab 1 month\par Construction (new)\tab \tab\tab 6 months\par Construction (remodeling)\tab \tab 4 months\par \pard\nowidctlpar\sl-32LVAL3\slmult0\tqc\tx2783\f1\fs14\par \pard\nowidctlpar\qj\tx2511\b\i\f0\fs28 Should we hire an architect?\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx2534\b0\i0 That depends on the type of building process you choose. With design-build, you don\rquote t need an ar\-chitect, but in general, Shawn Barrett of United Church Structures strongly recommends hiring an architect because of the services that person of\-fers. \ldblquote It is difficult to avoid using one because of an architect\rquote s understanding of the unique functions and building codes for your area,\rdblquote Barrett says. She recommends hiring an architect who is ex\-perienced in working with churches because the functions of a church are different from those of commercial facilities. \ldblquote It also helps to have some\-one who is used to working with church building committees,\rdblquote she says.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx2511\b\i Can we do some of the work ourselves?\par \pard\nowidctlpar\qj\tx2534\b0\i0 Yes, with proper supervision, say builders such as Tom Lundberg of GuideOne Taylor Ball Con\-struction. \ldblquote We like to accommodate volunteer labor whenever we can,\rdblquote Lundberg says, \ldblquote but we supervise to ensure quality control.\rdblquote He recom\-mends that a church realistically assess the num\-ber of volunteers it has and the time it can offer to the project as well as how well it will work with construction deadlines.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx2511\b\i Whe\b0 n \b should we start talking to lenders about financing?\par \pard\nowidctlpar\qj\tx2534\b0\i0 The earlier the better. As soon as you determine the general scope of your project, ask your builder for a rough estimate of costs. If the project is eco\-nomically feasible for your congregation, have preliminary design documents prepared along with a budget. You can then present those num\-bers to potential lenders.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx2511\b\i How do we get started?\b0\par \LVALpard\nowidctlpar\qj\tx2534\i0 Todd Brown of Jim Brown Construction and Church Design Architecture wishes more pastors would ask builders that question. \ldblquote Most churches don\rquote t know what committees they need or in what order, what the committees\rquote goals should be, or who should serve on them,\rdblquote he says. His recom\-mendations include the following:\par \pard\nowidctlpar\li221\qj\tx2522 Form a committee of key decision makers to determine and prioritize the ministry needs of the church.\par Form a committee to decide how much money can be raised for the building project.\par Bring those recommendations to the finance committee, which puts together a financial package that takes into account current and projected debt levels, income from fund-rais\-ing efforts, and loan packages. It can then make its own recommendations about the church\rquote s financial limitations.\par With cost parameters in hand, solicit bids for the design and construction. \ldblquote This will help to avoid purchasing $100,000 blueprints that will never be used because the church can\rquote t afford to build the beautiful building just designed,\rdblquote Brown says.\par \pard\qj\tx221\par \par \pard\nowidctlpar\qj\tx2704\b HOW TO BUILD FLEXIBLE SPACE\par \pard\nowidctlpar\tx2931\b0\i by Rick Bettilyon, an architectural master planner and technologist in Chandler, Arizona\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx2534\i0 No matter what size church structure you have or are planning to build, it\rquote s wise to include plenty of narthex or lobby space adjoining the sanctuary or auditorium. In addition to using this space for greeting and socializing, some churches are using the narthex for receptions, coffee serving, buffet tables, and even full-scale dining. If the space is used for eating meals, the congregation will need a nearby place for food preparation and cleanup.\par \pard\nowidctlpar\tx221\tx2636 How can you design and build space for maxi\-mum flexibility at minimum cost? The LVALsecret is in strategic adjacencies, or planning so that ev\-erything you need is close at hand. Ask any good cook how a kitchen should be laid out, and you\rquote ll find that easy access to cooking supplies is more critical than the size of the room. Whether you are designing an addition, expansion, or new building, strategic adjacencies for multipurpose use should be high on the priority list.\par \par \pard\nowidctlpar\fi215\qj\tx2517 Here are eight strategic adjacency tips that can save you space and money in a building project\emdash and perhaps eliminate the need to build at all:\par \pard\qj\tx215\par \pard\nowidctlpar\li221\qj\b\i 1.\tab Plan for additional seating. \b0\i0 What do you do when you need more space for people in your services and there\rquote s no place to seat them? Some spaces that are adjacent to or already part of a sanctuary or auditorium can be mobilized for additional seating. The platform can be scaled back so that additional rows of chairs can be set up in the front. Farther back in the auditorium, even if there are sight-line issues, raised plat\-forms can be set up to hold additional seating. Movable walls separating adjacent classrooms can be adjusted to enlarge the space of the au\-ditorium. If necessary, closed-circuit video can bring a service or program to people seated in the lobby or in nearby classrooms.\par \pard\nowidctlpar\li215\qj\tx215\tx2534\i 2. \b Open up for \b0 fellowship. \i0 If the seating capacity of your auditorium is adequate hut you don\rquote t have enough space in nearby rooms, think about how you might grab some of that assem\-bly space for other purposes. You could put up movable walls or curtains in the rear corners of a room, for example, to create space for re\-source materials or for tables at which people can drink coffee and socialize. Obviously those spaces cannot be used during a worship ser\-vice, but before or afterward they could be invaluable, especially to relieve congestion elsewhere.\par \pard\nowidctlpar\li221\qj\b\i 3LVAL.\tab Muster room for dining. \b0\i0 Some large rooms in churches are designed because much needs to happen in them, but only at certain times. A church gymnasium, for example, is built mainly for recreational activities. If you want to use this space for other purposes, you have to plan for it.\par \pard\nowidctlpar\fi215\qj\tx2517 For example, if you want to use the gym for a banquet at which a program is offered, food preparation and serving could be done in an\-other room and the food could be carried into the banquet hall. Some classrooms in a church already have plumbing. If the rooms are close to the gym, adding water and drainage options can make a classroom ideal for preparing and serving food.\par \pard\nowidctlpar\li221\qj\b\i 4.\tab Divide for multiple activities. \b0\i0 A gymnasium or other large space in a church can be divided into classrooms with the use of acoustically for\-tified portable partitions that create visual as well as sound separation.\par \pard\nowidctlpar 5.\tab\b\i Time-share offices and classrooms. \b0\i0 Church of\-fices may be crowded with activity during week\-days and idle on weekends, while church classrooms are jammed on weekends and gather dust on weekdays. Both areas are maxed out on space, but at different times. Churches with dedicated classrooms and dedicated office areas might want to revise the use of those spaces.\par \pard\nowidctlpar\fi215\qj\tx2517 For example, if you build office enclosures into the sides or backs of classrooms, you in\-crease their potential for various uses. Office workers will have ample workspace beyond their desks, and they\rquote ll even have classroom tables on which to spread out work during the week.\par \pard\nowidctlpar\li215\tx215\tx2636 Alternatively, the office enclosures can be used on weekends to expand classroom space. This kind of space cooperation can be put into effect by redesigning and reassigning existing space, not just by putting up a new building de\-signed for multiple use.\par \pard\nowidctlpar\li221\LVALqj\b\i 6.\tab Think of proximity with storage. \b0\i0 Having a dedi\-cated storage room for all teaching materials tends to he inefficient. Usually, no one takes ownership of the room and everyone\rquote s hands are in it, so it soon ends up in a mess. Things get separated, misfiled, lost, and broken. Room-end storage allows teachers and others to take ownership of their own materials. Leaders can be more creative with children\rquote s crafts and dis\-play art because they know their materials will stay where they have stored them the previous Sunday. This type of storage is far less expen\-sive than built-in cabinetry and cupboards.\par \pard\nowidctlpar\fi-260\li101\qj\tx260\i 7.\tab\b Put wheels under resources. \b0\i0 If your church wants to create a more useful resource center or ex\-pand the services of its bookstore, load up a cart or two with products and wheel it to wherever they are needed. The carts can be pushed into the lobby, a social hail, or a dining area, where traffic can freely circulate around the carts and people can choose what they need. When not in use, the carts can be stored away. Kitchen aisles are ideal for this kind of midweek stor\-age since typically only a small portion of the kitchen is used during the week.\par \pard\nowidctlpar\li204\qj\tx204\tx2511\b\i 8. Look up for space. \b0\i0 Areas above offices and class\-rooms can provide storage space for things you only need occasionally. If local codes allow, you can put seasonal supplies in crawl spaces or in spaces above the ceiling. You can also stack things in containers and on high shelving. That keeps supplies accessible to adults but safe from the hands of children.\par \pard\nowidctlpar\qj\tx204\tx2534 A platform or stage area offers great storage potential. Stage props, curtains, banners, signs, backdrops, flats, and many other items can be neatly hung backstage, high and out of harm\rquote s way.\par \pard\tx221\par \pard\nowidctlpar\qj\tx2704\b PLANNING COLOR ON PURPOSE\par \pard\nowidctlpar\tx2931\b0\i bLVALy Robin F DeMattia, a freelance editor, writer, and public relations consultant living in Fairfield, Connecticut\par \pard\tx204\par \pard\nowidctlpar\tx2636\i0 Committee members can complicate a project, es\-pecially with something as subjective as interior design or the color choices of a new or renovated facility Before splitting hairs over \ldblquote Pumpkin ver\-sus Spanish Moss\rdblquote for the fellowship room, work through some preliminaries:\par \pard\qj\tx204\par \pard\nowidctlpar\fi-260\li204\qj\tx260\b\i Define the space. \b0\i0 Ask when and how the room you are decorating will he used. How much natural light will the area receive, and how will this lighting change through the year? \par \b\i choose a signature base color. \b0\i0 This color should \i he \i0 used throughout the church. Gray or tan would work well for the walls of a church\rquote s sanctuary, hallway, library, pastor\rquote s office, and classrooms. The same color could be carried into carpeting, tile, or wall coverings.\par \pard\nowidctlpar\fi243\li136\tx2636\tx2880\b\i Go bold with accent color. \b0\i0 Gray and tan are great base colors, but don\rquote t stop there. Choose dramatic colors to be used as accents in uphol\-stery, window treatments, pictures, and floral arrangements. Before choosing accent colors, consider these factors:\par \pard\tx136\par \pard\nowidctlpar\li311\tx2619\b\i Context. \b0\i0 History and geography can affect the color choices congregations make. Burgundies and reds are traditional in northeastern churches, for example, while southern churches tend to favor pastels. \b\i Ethnicity. \b0\i0 The ethnic makeup of a congre\-gation can influence color preferences. For example, white is a symbol of mourn\-ing in India and China, whereas in the United States, white means purity. Yellow is strongly associated with religion in Ethiopia and the Ukraine, but it has a more secular meaning in the United States. In a nation influenced by different cultures, it\rquote s wise to consider the ethnic backLVALground of your church and community.\par \b\i Effect. \b0\i0 Colors set different moods. Cool col\-ors, or colors with blue undertones, create a different atmosphere than warm colors, or colors with a yellow undertone. Make sure the colors you choose aren\rquote t so vibrant that they distract people from the task at hand, whether it\rquote s worship or socializing. \par \b\i Trend. \b0\i0 Today\rquote s color preferences shouldn\rquote t dominate your decor, but they can guide your choice. Check color swatches at your local home-improvement center or surf the Internet for what\rquote s current. Avoid old trends while not tying too heavily into current ones.\b\i\par \pard\nowidctlpar\tx9206\i0 Room by Room\par \pard\nowidctlpar\li10\b0 Once you\rquote ve chosen your basic color palette, con\-sider how it will he used in the following areas:\par \pard\nowidctlpar\fi-260\li204\qj\tx260\b\i The sanctuary. \b0\i0 Keep color subtle in this part of the church. Part of the church service is the presentation of the people, and you don\rquote t want color to compete with that. Many sanctuaries are also multipurpose rooms that must accom\-modate video projection, theater lighting, and other forms of multimedia. Color shouldn\rquote t make the room too dark or closed in when lights are turned down.\par \pard\nowidctlpar\qj\tx2511\b\i Classrooms. \b0\i0 Children\rquote s artwork will dominate many of these rooms, so carpet and wall colors should be neutral. A lively color can be used for an accent wall in a classroom or in a hall\-way, but avoid using agitating colors such as red, bright yellow, and bright pink. The accent wall can be repainted a different color every few years at minimal cost.\par \b\i Pastor\rquote s office. \b0\i0 This room for the congrega\-tion\rquote s spiritual leader should be understated rather than opulent. Since a pastor\rquote s study is often used for counseling, consider coloring it with muted hues of blues, greens, or grays that will calm spirits rather than stir them up. \p LVAL$ ar \b\i Library, parlor, narthex. \b0\i0 These are social areas, so bolder colors are acceptable. Artwork can be used as accent pieces.\par \b\i Kitchen. \b0\i0 This room should look bright and clean, so stick with white, off-white, or very light colors. For accent color, add decorative wallpaper borders or tile flooring.\par \pard\par \cf1\f2\fs29\par } LVALu^5{\rtf1\ansi\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\lang1033\f0\fs28 CL 225-248\par CHAPTER 7\par NURTURING THE SPIRIT WHILE BUILDING\par \par IN THIS CHAPTER\par NURTURING THE SOUL DURING A BUILDING CAMPAIGN 225\par KEEPING FOCUS IN A BUILDING CAMPAIGN 227\par HOW TO HANDLE CONSTRUCTION CRITICISM 228\par \par \pard\nowidctlpar\qj\tx204\b NURTURING THE SOUL DURING A BUILDING\par CAMPAIGN\par \b0\i by James D. Berkley, author of numerous books and articles on church leadership and administration\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\i0 Coming to work, I hiked hundreds of yards through the pouring rain and navigated patches of mud and gravel where we once had sidewalks. My shoes and cuffs had streaks of mud to match the grime being tracked through our church. My teeth were set on edge all morning by the incessant beeping of machinery that must have backed everywhere on our lot. A jackhammer riddled prayers and staff meetings with demonically timed interruptions, and the city had just ruled that we could not allow church traffic to drive on a public roadway whose right-of-way we had originally ceded to the city.\par \pard\nowidctlpar\fi210\qj It was just a normal day during the building project.\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\b Why Are We Building?\par \b0 Building projects easily evoke second-guessing. As extra meetings compete for excessiveness with exhausting tasks and cost overruns, we often won\-der, \i What have we gotten into? Is it worth it?\par \pard\nowidctlpar\fi210\qj\tx209\i0 In the same way that God\rquote s call to ministry set\-tles an anxious pastor\rquote s heart about remaining a pastor, so a solid answer to \ldblquote Why are we building?\rdblquote can calm the congregation\rquote s frustrations during a church building campaign.\par It\rquote s easier to say why we shouldn\rquote tLVAL build. We don\rquote t build because the church hasn\rquote t done anything else for ages and needs a shot in the arm. We don\rquote t build because bricks and mortar are easier to promote than discipleship and service. A building program should certainly not be a monument to a pastor or major donor. It\rquote s not done to outdo the church across the street or to provide a plush clubhouse for the privileged within the congregation. These motivations just don\rquote t measure up.\par \pard\nowidctlpar\qj\tx204 So why build? Because ministry cannot be done without it. When God\rquote s people recognize the need, establish a plan, and find a way to make it work, they will accomplish the job. We articu\-late the needs and visualize a solution because the ministry demands it. We purchase land and draw up plans because ministry requires a base of operations. We raise funds and push through the approval of plans because that\rquote s what it takes to get something done. We engage contractors and endure construction chaos because we\rquote ll end up with more space in which ministry can happen. We finish and furnish the buildings because \i there \i0 we\rquote ll touch lives for Christ and reach out beyond those new walls.\par We build because we think of those not yet within our fellowship who will need a place to park, worship, and grow. We build so that we\rquote ll have the foundation from which to send out missionaries and work teams or to bring in the needy or hurt\-ing. We build a presence in a community that can help draw people to Jesus Christ.\par No one ever said that it would be easy or with\-out cost.\par Leaders of joyful and successful building cam\-paigns will keep these thoughts before the people, always pointing to the greater good of putting hammer to nail.\par \pard\qj\tx221\par \pard\nowidctlpar\qj\tx204\b Juggling Building and Ministry\par \b0 A\b \b0 building campaign is usually layered on top of an impossible schedule. An\b \b0 already hectic life soon becomes frantic with tLVALhe incessant demands of a building program. Successfully handling the addi\-tional demands requires avoiding two extremes.\par First, leaders must avoid the trap of dropping everything to manage construction. With the incessant physical reality of a building project always looming large and with the \ldblquote Wow!\rdblquote factor built into it, it\rquote s easy for a building project to shoulder out parts of ministry. \ldblquote We can\rquote t support missionaries this year. We\rquote ve got a \b\i building \b0\i0 project!\rdblquote \ldblquote I didn\rquote t have time to work on the sermon. I spent the week hammering rafters together!\rdblquote\par It\rquote s important, then, to exercise the discipline that keeps the building a \b\i means \b0\i0 to the end and not the end-all of ministry. Building isn\rquote t the min\-istry; we build so that we can better do ministry. The tasks associated with the construction proj\-ect need to be placed beside the other necessary tasks, not in front of them.\par Second, leaders must avoid the trap of dropping nothing else. Assuming that the pastor and other church leaders weren\rquote t slacking before the build\-ing phase began, simply piling on the building tasks while removing nothing else is a recipe for disaster. In a wise and sane world, something has to give when so much extra work is added on, and it shouldn\rquote t be the leaders\rquote wisdom and sanity!\par The trick is to off-load sufficient non-critical responsibilities. The pastor can\rquote t stop preparing for worship to attend planning-commission meet\-ings, but he or she might be able to off-load a chairmanship here or a teaching responsibility there. The treasurer can\rquote t forego doing the payroll to cut construction checks, but he or she might be able to secure a part-time assistant, or even a volunteer.\par \pard\qj\tx221\par \pard\nowidctlpar\qj\tx204\b Treasuring the Building Process\par \b0 While numerous inconveniences and ample heavy lifting accompany a building campaignLVAL, joys also come with it:\par \pard\nowidctlpar\fi175\qj\tx204\b\i The results are so tangible. \b0\i0 It\rquote s terribly difficult to measure most progress in a church: Ralph was 32 percent more discipled this year, or Elise was 72 percent saved. When a building is finished and put into use, you can see that! Enjoy it.\par \pard\nowidctlpar\fi210\qj\tx209\b\i People pull together as a team. \b0\i0 A whole lot of people doing varied tasks and sacrificially giving their dollars bring the project to fru\-ition. Just as the United States pulled together through a rugged Second World War and felt united in the effort, so a church can enjoy a joint effort and sense of accomplishment, \par \pard\nowidctlpar\qj\tx204\b\i Construction can be fun. \b0\i0 One executive pastor would routinely don a hard hat in worship to announce construction progress. Church members sometimes get to pound nails, saw boards, and experience team camaraderie. Some folks who might flounder in a small group absolutely thrive doing something physical such as construction. An aesthetically pleasing result can delight those who are spatially and artistically oriented,\b\i \par \pard\nowidctlpar\li249\qj\tx204 Fulfilling biblical themes\emdash Nehemiah \b0\i0 rebuild\-ing the wall of Jerusalem or the body of Christ being made of many parts\emdash can point people to the church\rquote s spiritual reality and purpose in building. This needs to be about God and the congregation fulfilling God\rquote s purposes, not about human pride (think Babel) or comfort.\line\b\i Document the effort.\b0 \i0 Photos of the land being cleared, the walls going up, and the willing hands helping in the work will all be cherished in generations to come. Day by day or week by week, document the progress. People today love to see the movement toward completion, and people tomorrow will enjoy seeing history being made.\par \pard\qj\tx249\par \pard\nowidctlpar\tx249\b Soli Deo Gloria\par \pard\nowidctlpar\qj\tx204\b0 As Johann Sebastian Bach completed LVALhis mag\-nificent musical scores, he would pen \i SDG \i0 on the manuscript. It was to remind him that it was all \i Soli Deo Gloria\emdash to \i0 the glory of God alone. That\rquote s the message for leaders to keep within their souls and to impress upon the hearts of their parishioners during the spectacular disruption and triumph of a building campaign.\par \par \b KEEPING FOCUS IN A BUILDING CAMPAIGN\par \pard\nowidctlpar\tx204\b0 I have heard stories from pastors about building projects that diverted energy and distracted their congrega\-tions from ministry. I could see how that might happen at our church; we weren\rquote t even discussing building plans\emdash just the need for more space\emdash and I was already distracted. So we were cautious and deliberate about entering the building process. When the time came to build, we had in place five keys to a positive building experience:\par \pard\tx204\par \pard\nowidctlpar\fi-187\li187\tx187\b\i 1. Begin with God\rquote s vision. \b0\i0 A group of key leaders went on a retreat to ask why our church exists. After prayer and discussion, we emerged with this foundational statement: \ldblquote Sharing Christ\rquote s love, reaching out with joy.\rdblquote\par When our biggest initial debate arose over whether to build a one- or two-story addition, we were able to decide together that \ldblquote sharing love and reaching out\rdblquote meant being accommodating no matter what. We kept our new space at ground level, accessible to everyone.\par \b\i 2. Know your real needs. \b0\i0 At first we had envisioned a big building, but after assessing our motivations for con\-struction and planning our facilities for multipurpose use, we realized that redefining current space solved many issues and that we didn\rquote t need a gym.\par \pard\tx187\par \pard\nowidctlpar\fi-187\li187\tx187\b\i 3. Allow the pastor to lead the initial task force. \b0\i0 This task force evaluated our current space use, assessed our ministry needs, looked at our community\rquoLVALte s needs, and came up with a building plan that addressed priority areas. Leading others in that discovery process was a good fit with my calling as a pastor-teacher.\par \pard\tx187\par \pard\nowidctlpar\tx204\b\i 4. Allow lay leaders to do the detail work. \b0\i0 A team of laypeople, many of them on the task force, led the financial campaign, made blueprint decisions, and recruited others to work with them. I participated in the process, but I didn\rquote t do the detail work. I turned my time and energy to other areas of ministry. Because of the lay leaders, I did not have to choose between ministry and building.\par \pard\tx204\par \pard\nowidctlpar\tx204\b\i 5. Communicate clearly. \b0\i0 When the architect\rquote s sketch was posted, the choir director said, \ldblquote I thought we were getting a place that would be just ours.\rdblquote I realized then that we had \i talked \i0 about a philosophy of shared space, but we had not done a good job of communicating it. If I could go back, I would communicate more clearly the tentative nature of plans, refrain from sharing preliminary financial figures, and provide a bulletin board with weekly updates for the congregation to follow.\par \pard\nowidctlpar\qj\tx204 David G. Berube\par \par \b HOW TO HANDLE CONSTRUCTION CRITICISM\par \pard\nowidctlpar\fi210\qj\tx209\b0\i by Quentin Wagenfield, a freelance writer living in Cedar Rapids, Iowa\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\i0 Every building project is bound to have detrac\-tors. Some conflicts can be stopped before they begin, while other objections need to be dealt with as they occur. Here are some ways to minimize the damage that critics can do:\par \pard\qj\tx204\par \pard\nowidctlpar\li249\qj\tx204\b\i Start off right.\b0 \i0 Choose your building commit\-tee with care. A negative thinker can sink a project before it gets off the ground. If the budget allows, hire a campaign manager to keep your congregation informed about every phase of the building program.\par \parLVALd\nowidctlpar\fi238\li249\qj\tx249\tx487 Listen for opposition from the beginning.\par \pard\nowidctlpar\li249\qj\tx204 Visit one-on-one with objectors. If possible, win them over by making minor changes. If criti\-cism is overwhelming, put the project on hold. \i Sell the \b plan. \b0\i0 Once building plans are com\-plete, present them to the congregation via handouts, mailings, and newsletters. Explain the benefits of the renovation or new construc\-tion at information meetings. Set up displays of the project, complete with blueprints and drawings.\par \pard\nowidctlpar\fi238\li249\qj\tx249\tx487 Before asking for the congregation\rquote s formal approval, do one last presentation with slides, charts, audiovisual aids, and handouts. Make sure you know every facet of the project so you can accurately answer questions from the congregation. Then call for a vote. If the dis\-cussion that follows turns acrimonious, table the proceedings. Without a consensus, the project will lack funding and the church could divide into angry factions.\par \pard\nowidctlpar\fi249\tx249 If revisions can redeem the project at this point, propose them. Otherwise, drop the project. If the congregation approves the proj\-ect by a substantial margin, however, move quickly toward implementation.\par \pard\nowidctlpar\tx204\b\i Win your neighbors. \b0\i0 People who live near your church may be affected by your building program. Win their acceptance by keeping them informed about what you\rquote re doing. Put up a large sign on the building site with an architect\rquote s rendering of the completed project. Visit your neighbors, note their objections, and suggest ways to accommodate them. \par \b\i Know the rules. \b0\i0 You\rquote ll probably need a zoning variance if you want to construct a building close to a property line, change a parking-lot traffic pattern, erect a fence, obstruct views, or do a host of other things. Go to the county or city office, study the requirements, talk to the right officials, and pay the necLVALessary fees. If the details are complex, a lawyer can help. Otherwise, your architect or builder can advise you. A zoning committee allows people to voice objections to a zoning variance. Antici\-pate objections and build answers to them in your case for the change. A well-planned visual presentation is essential.\par \b\i Prepare for outside interference. \b0\i0 Some groups seek political or personal gain by opposing church projects, and the media are quick to pick up on such stories. To deal with negative propaganda, remember the following:\par \pard\nowidctlpar\li249\qj\tx204 Do not exchange accusations with the opposition.\par Let the building committee handle the prob\-lem. The minister should stay out of the fray, but if caught by a reporter, he or she should only make general statements about the church\rquote s position and the benefits to be derived from the project.\par \pard\nowidctlpar\tx2970 Call in a media specialist to advise you. Don\rquote t agree to a series of meetings to negoti\-ate with critics. That can only weaken your position and strengthen theirs.\par Don\rquote t change plans to avoid media attention. It only shows weakness and fear.\par \pard\nowidctlpar\tx7063 Keep your congregation informed about what you\rquote re doing and why. That way they\rquote ll be less likely to believe the opposition.\par If sympathy for the opposition develops in church members, have the pastor meet with critics to listen to their objections and ex\-plain the church\rquote s position.\par After the project is complete, mend fences with the opposition.\par \pard\nowidctlpar\qj\tx204\par CHAPTER 8\par SPECIAL BUILDING CONCERNS\par \par IN THIS CHAPTER\par BUILDING URBAN OR RURAL 231\par BUILDING FOR PEOPLE WITH DISABILITIES 233\par HOW TO WELCOME SENIORS 234\par BUILDING FOR WORSHIP 235\par \pard\nowidctlpar\tx2970\b BUILDING URBAN OR RURAL\par \pard\nowidctlpar\qj\tx204\b0\i by Gayla R. Postma, a freelance writer living in Morrisburg, Ontario, and John R. Throop, founder of tLVALhe Summit Group\par \pard\qj\tx2494\par \pard\nowidctlpar\qj\tx204\i0 Churches that want to build or remodel in the city face different challenges from those in the coun\-try. Inner-city churches are often landlocked, with no ability to expand beyond their current property lines. Country churches have less access to com\-petitive financiers, suppliers, and laborers, and their projections for growth are more susceptible to unexpected disruption. Whether you plan to build on a city block or a country field, take into account the following factors.\par \pard\qj\tx2505\par \pard\nowidctlpar\qj\tx204\b City Struggles\par \b0 Before committing to renovating or redesign\-ing a church in the city, consider the following challenges:\par \pard\qj\tx2505\par \pard\nowidctlpar\qj\tx204\b\i Building restrictions. \b0\i0 A church must be clear about whether its vision is for growth or main\-tenance. If it\rquote s growth, there are limits to what one site can handle. Any facility gets maxed out when more than 125 people per acre gather in a single format.\par \pard\nowidctlpar\fi210\qj\tx209\b\i Parking. \b0\i0 Churches must ask if expansion ef\-forts can be supported by parking, not only because people require it but also because ma communities have specific zoning regu\-lations for public-assembly facilities. Consider setbacks from streets, sidewalks, and land\-scaping, since zoning ordinances also govern these elements.\par \pard\nowidctlpar\qj\tx204\b\i Building codes. \b0\i0 All construction and renova\-tion must conform to today\rquote s building codes, even if the old structure predates those codes. Renovating old buildings to meet modern codes could be more expensive than starting from scratch.\par \b\i Limits on going up or\b0 \b down. \b0\i0 Zoning restricts expansion of an existing facility in terms of floor-area ratio and height. While basements don\rquote t count in that ratio, many communities limit what activities can be done in basements for emergency-exit purposes. In suburban areas, theLVALre may be legal height restrictions, and in urban areas, building up may require purchasing air rights from the city. Building up also means greater requirements for staircases and emergency exits.\par \b\i Aged structures.\b0 \i0 Especially in older, urban areas, there may be problems with asbestos, lead-based paint, or even undersized sewer lines for expanding bathroom facilities.\par \pard\tx204\par \pard\nowidctlpar\tx204\b City Solutions\par \pard\nowidctlpar\fi210\qj\tx204\b0 Some landlocked churches have improved their facilities by joining the L-shaped corners of a build\-ing and adding canopied entrances or large foyers where people can gather. Some have used small open spaces between buildings to add meeting rooms or offices. Still others have built narrow gymnasiums or multipurpose rooms.\par \pard\nowidctlpar\qj\tx204 The leaders of Clarendon United Methodist Church in Arlington, Virginia, realized that their facilities, which included a sanctuary, a social hall, a three-story connector building, and a three-story education wing, had some problems.\par People found it difficult to pass between the sanctuary and the social hall beneath. The vin\-tage 1940 restrooms couldn\rquote t handle the needs of a twenty-first-century congregation. Stairs every\-where made access difficult for people with im\-pairments, and the twenty-year-old elevator was too small to accommodate a wheelchair.\par The church\rquote s building committee wrestled with options for improving the facility. The congrega\-tion wanted to continue ministering in its current location, but there was no space left for traditional expansion. Renovation would be too costly, so with the congregation\rquote s support, church leaders decided to tear out the connector building and start over. The new structure now includes a more accessible entry, a large elevator that will accom\-modate a wheelchair, and updated restrooms. It also offers a ground-level entrance to the sanctu\-ary and social hall. Every possible square inch of LVALthe property is being used.\par \pard\qj\tx204\par \pard\nowidctlpar\fi238\li250\qj\tx249\tx487\b Rural Challenges\par \pard\nowidctlpar\fi210\qj\tx204\b0 Rural church growth comes with its own unique challenges. Here are some suggestions for meet\-ing them:\par \pard\qj\tx204\par \pard\nowidctlpar\fi147\tx204\b\i Finding materials and specialized labor. \b0\i0 Fac\-tor in the extra cost of shipping in materials and bringing in skilled workers. Consider simpler designs that lessen reliance on skilled workers.\par \pard\nowidctlpar\fi250\tx249\b\i Familiarity with \b0 local \b codes. \b0\i0 There may not be zoning issues and variances needed in rural areas like there are in the city or suburbs, but you still have to follow the local code. Find someone familiar with those restrictions to help you meet them.\par \pard\nowidctlpar\fi210\qj\tx204\b\i Septic\b0 \b capacity. \b0\i0 Rural churches rarely have sewer service, so the church must make sure that its septic system can accommodate greater use.\par \pard\nowidctlpar\qj\tx204\b\i More for less.\b0 \i0 Rural churches must balance rates of growth and cost. Though building in phases is popular, it will cost more in the long run. \ldblquote It costs almost as much to generate a workforce for a small project as a large one,\rdblquote says Richard Colavita of Myler Church Build\-ings in Crawfordsville, Indiana. This goes back to the labor issue. If the congregation is small, it must push to get more for less. Designing for multipurpose use usually helps.\par \par \b Rural Blessings\par \b0 Building in the country does offer some unique advantages:\par \pard\qj\tx204\par \pard\nowidctlpar\li170\qj\tx204\b\i Room to stretch out and park. \b0\i0 Parking is criti\-cal, especially for visitors and people new to the church, so churches that have property for added parking are doubly blessed.\par \b\i More activity options. \b0\i0 Extra land can provide for more than just parking. More land trans\-lates into more outdoor activities, especially if LVALyou are in a warmer climate. Rural churches can consider adding picnic pavilions, baseball diamonds, soccer fields, and other amenities that can be used for community outreach.\par \b\i Saving money and avoiding hassles. \b0\i0 Because more land is available, it is usually less ex\-pensive in rural areas than in urban areas, which makes projects more affordable for congregations. There are usually fewer zoning restrictions, which also translates into savings because less time is spent getting variances and dealing with other zoning issues.\par \pard\qj\tx187\par \pard\nowidctlpar\fi210\qj\tx209\b BUILDING FOR PEOPLE WITH DISABILITIES\par \pard\nowidctlpar\qj\tx204\b0\i by Douglas L. Stephens, vice president of Hull-Ste\-phens and Associates in Swartz Creek, Michigan\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\i0 The Americans with Disabilities Act (ADA) pro\-vides comprehensive civil-rights protection to individuals with disabilities in areas of public accommodations. Under certain circumstances, churches are exempted from this legislation, but many state and local requirements follow its guidelines. Churches are advised to consult with architects or building inspectors in order to build to ADA standards.\par \pard\nowidctlpar\qj Requirements to accommodate people with disabilities apply particularly to new construction, such as putting up a new church building, add\-ing on, or remodeling an existing structure. Some existing churches would have difficulty meeting some of the requirements, particularly in remodel\-ing work, so most states provide an appeals pro\-cess. A local building inspector or architect can advise you on that process.\par \pard\tx204\par \pard\nowidctlpar\fi250\tx249 A \b Sampling of Requirements \b0 Generally, what the ADA means by physical ac\-cess to a church building is that a person in a wheelchair must be able to go from a car to a build\-ing, move into the building, and enter all public areas of the building without anyone\rquote s help. It also means that theLVAL person can use facilities such as restrooms, drinking fountains, light switches, and public telephones. Requirements vary from state to state, but most are in line with the ADA. The fol\-lowing information is derived from that standard:\par \pard\tx204\par \pard\nowidctlpar\li187\tx204\b\i Parking. \b0\i0 The ADA requires specially marked parking spaces close to the main entrance of the church for people with disabilities. Each space must be eight feet wide and include a five-foot access aisle on one side. Some states require van-accessible spaces with ten-foot ac\-cess aisles. Generally, 2 percent of the parking spaces in a lot must be reserved for people with disabilities.\par \b\i The entrance. \b0\i0 If necessary, ramps, elevators, or lifts must be installed to help people with disabilities enter a church. A six-inch curb requires a ramp six feet long (or one foot of length for each inch of height). Entrances to buildings, such as sidewalks, shouldn\rquote t have more than a one-inch slope for each twenty inches of length. Ramps are preferable for short vertical distances (two or three feet), whereas lifts and elevators are more practical for greater heights. With new construction, churches should build on one level near the grade, if possible.\par \b\i Doors. \b0\i0 Inside and outside doors should have a clear opening width of at least thirty-two inches. That means that the door should be at least thirty-six inches wide. The doors should have lever handles, not knobs, because knobs require gripping and twisting. A series of doors, such as those in a vestibule, should be far enough apart (usually seven feet) that a person in a wheelchair can get through one door to open the next. Automatic doors are best.\par \pard\nowidctlpar\qj\tx204\b\i Seating. \b0\i0 Two percent of the seating area in a sanctuary with fixed pews must be reserved for people with handicaps. Spaces entered from the side must be at least thirty-three inches wide and sixty inches long, and spaces entered from the front or baLVALck, thirty-three by forty-eight inches. Each area must include a minimum of two spaces, and such areas should be spread around the sanctuary to al\-low people with disabilities a variety of seating choices.\par \pard\nowidctlpar\fi158\qj\tx204 If people in general have access to the chancel and choir loft, those places should be equally accessible to people with disabilities. That may mean putting a ramp in the sanctu\-ary, since people with handicaps should not have to leave the room in order to access the platform.\par \pard\nowidctlpar\qj\tx204\b\i Restrooms. \b0\i0 At least one stall in a multi-stall restroom must be large enough to accommo\-date a person in a wheelchair. It should be at least five-feet square, with the stool eighteen inches from its center to one side. The stall should also include grab bars on the side and rear, and its door must open outward. A turn\-ing area outside the stall must be five feet in diameter.\par \b\i Sinks. \b0\i0 Sink tops should not be higher than thirty-four inches, and space under the sink must be provided for the legs of a person in a wheelchair. A thirty-by-forty-eight-inch space should be open in front of the sink. Doors may not swing into this space. Faucets must have lever handles or go on and off automatically. \par \b\i Drinking fountains. \b0\i0 Drinking fountains must be recessed into corridor walls, and the recess must be at least thirty inches wide. The water opening must be at least thirty-six inches above the floor, and clearance must be provided under the fountain to accommodate a wheelchair. The operating device must be either a lever or a push plate.\par \pard\nowidctlpar\li158\qj\tx204\b\i Lifts and elevators. \b0\i0 Lifts and elevators are the preferred method of helping people up more than two feet. Not all lifts are approved by all states, however. The most preferred are small, two-passenger elevators with a special lifting device or a full-sized, seven-passenger elevator. The former is less expensive and is designed for people with LVALhandicaps. It can be used in areas of ten-thousand square feet or less. The larger elevator is more costly and more func\-tional. Anyone can use it, and it can be used for transporting heavy objects, such as furniture. \par \b\i Fire alarms. \b0\i0 Many building codes now require visual as well as audio fire alarms in occupied rooms to alert people who are hearing im\-paired of a fire. That generally means class\-rooms, offices, fellowship halls, and restrooms must have such alarms. Worship areas are often exempt from this requirement. \par \b\i Stairways. \b0\i0 Although stairways aren\rquote t suitable for non-ambulatory people, they may be useful for people with visual or hearing impairments. The ADA has requirements for stairways to make them more predictable for people with visual impairments. For example, stair treads and risers must usually have eleven-inch-wide treads and seven-inch-high risers, and hand-rails must be placed at a certain height. \par \b\i Existing\b0 \b buildings. \b0\i0 Most states have more le\-nient rules for buildings that were constructed prior to the ADA. For example, ramps might be steeper (1:10 instead of 1:12), and more areas of the building, such as balconies or classrooms, may be exempt from access requirements.\par \pard\tx158\par \pard\nowidctlpar\qj\tx204\b HOW TO WELCOME SENIORS\par \pard\nowidctlpar\fi210\qj\tx209\b0\i by John Stahlman, a Presbyterian minister who works as the senior chaplain in a medium-security prison in Illinois\par \pard\tx204\par \pard\nowidctlpar\qj\tx204\i0 By the year 2030, 25 percent of the people in a con\-gregation that is now building or remodeling will be aged sixty-five or older. So says Edward Stein\-feld, director of the Center for Inclusive Design and Environmental Access at State University of New York at Buffalo. Here are five ways to plan construction that will help seniors remain active in church:\par \pard\qj\tx204\par \pard\nowidctlpar\li198\qj\tx204\b\i 1.\tab Think universal instead of accessible.\b0 \i0 A uLVALniversal design welcomes everyone without differentia\-tion. For example, an accessible building might have a ramp at the side of stairs leading to one of three entrances to the church. People with dis\-abilities can get into the building, but they are re\-stricted to using only one entrance. A universal building wouldn\rquote t have stairs at any entrance.\par \pard\nowidctlpar\li204\qj\tx204\i 2.\tab\b Design for everyone. \b0\i0 To go universal, a church must plan for the elderly as well as children, women with arthritic hands and men with walkers, people who cannot tolerate glare and those who have trouble seeing in low light, people with hearing impairments and people with oxygen tanks. Even the style and shape of doorknobs matter to elderly people who have difficulty with gripping and turning.\par \b\i 3.\tab Universalize restrooms.\b0 \i0 The stalls should be large enough for a wheelchair and should in\-clude grab bars or handrails. At the sink, faucet handles should turn easily, even by arthritic hands. Paper towels should be reachable from a wheelchair. Lighting should be bright but without glare.\par 4.\tab\b\i Universalize hallways. \b0\i0 Some architects design churches with long hallways, but people with breathing or walking problems can find such distances intimidating. Consider shortening halls and adding handrails. Water fountains should be recessed to maintain clear access for wheelchairs, and they should be positioned so they\rquote re not too difficult for people with stiff joints to reach. Signs in the church should be large and well lit.\par \pard\nowidctlpar\li198\qj\tx204\b\i 5.\tab Universalize the sanctuary. \b0\i0 Provide spaces throughout the worship area for wheelchairs. Provide a hearing-assistance system, prefer\-ably one that doesn\rquote t force people with hearing impairments to sit in a special section. Think visual aids, such as video projection, to allow close-ups of activities that people with\fs32 \fs28 failing vision might otherwise miss.\fs32 \fs28 Check LVALthe carpet\-ing to make sure it doesn\rquote t trip frail people.\par \pard\qj\tx204\par \par \pard\nowidctlpar\fi210\qj\tx204\b BUILDING FOR WORSHIP\par \pard\nowidctlpar\qj\tx204\b0\i by Rob Hewitt, a freelance writer living in Afton, Virginia\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\i0 All worship centers, from image-rich Gothic sanc\-tuaries to deliberately understated auditoriums, show the influence of history, culture, tradition, and theology. They also suggest a variety of op\-tions. With all of that choice, how can a congrega\-tion begin to plan a worship building? Ask these questions before drawing up architectural plans for a new worship center:\par \pard\qj\tx204\par \pard\nowidctlpar\fi238\li250\qj\tx204\tx249\tx487\b\i How do we worship together?\par \pard\nowidctlpar\qj\tx204\b0\i0 The first question a congregation should ask is not about buildings. Rather, it should ask, \ldblquote What does it mean for us to worship together? What are the specific characteristics of our group?\rdblquote\par \pard\nowidctlpar\tx204 For example, with sixty musicians in a grow\-ing congregation of six hundred, Preston Wood Baptist Church in Houston, Texas, decided that the central focus of its worship was music and song. Correspondingly, the congregation decided that its new worship center would include ample space for a choir and orchestra, which would be positioned close to the congregation as a reminder of unity in praise.\par An emphasis on congregational participation influenced Christ Community Church in Char\-lottesville, Virginia, to design a sanctuary that is wider than it is long. That shape encourages greater awareness of the corporate group gath\-ered for worship.\par Congregational focus can affect decisions about acoustics, too. Worship space can be designed to emphasize congregational involvement, or it can be shaped like a lecture hail, which maximizes sound at the lectern and dampens what goes on in the pews.\par \par \pard\nowidctlpar\qj\tx204 Churches should thinkLVAL through the importance and placement of various symbols within their worship environment. What sacraments should be prominent? Does preaching take precedence over worship? Will crosses or banners be part of the interior? How will necessary features such as raised platforms affect the experience of corporate worship? What should be the first thing people no\-tice when they enter a structure to worship?\par Answering those questions should clarify the reasons why you come together for worship, the importance of those gatherings, and how all of that affects your building plans.\par \pard\qj\tx255\par \pard\nowidctlpar\qj\tx204\b\i What\b0 \b do we expect of a worship center?\par \b0\i0 The tension between building \ldblquote the house of God\rdblquote or \ldblquote the house of the church\rdblquote is an old one, says Denis McNamara, a historian of American church architecture. During the Renaissance, people were more interested in building a place of worship that would be worthy of God. Today, the emphasis has shifted from beauty and splendor to financial practicality. That makes it easy to lose sight of the theological implications of design.\par Today, many churches with more than two hun\-dred members are interested in building multipur\-pose facilities that can be used as classrooms or as worship spaces. In doing so, they should consider the implications of that choice. How will people feel about meeting for worship on Sunday morn\-ing in the same room that featured a talent show the night before? Is there value in preserving a place solely for worship?\par The choice of how to use a central gathering room in a church building should reflect a con\-gregation\rquote s understanding of worship, as should everything else in that room. For example, flexible seating, such as stackable modular chairs, makes a different statement about worship than formal, fixed pews. So do floors that slope versus floors that are level. Even ceiling height and exterior ar\-chitecture are influenced by a church\rLVALquote s attitude toward worship.\par Building a sanctuary is exciting, especially when beautiful or highly functional designs are drawn and you begin to imagine worship in the new facility. But a church that doesn\rquote t examine its theological and traditional attitudes about worship runs the risk of building a sanctuary that feels foreign to its purpose.\par \cf1\b The place in which you worship can change the way in which you worship.\cf0\b0 Take into account who you are and who you want to become before you build so your worship space will be a good fit for your growing congregation.\par \par \par CHAPTER 9\par ROOFING\par \par IN THIS CHAPTER \par ASSESS YOUR ROOFING 237\par ROOFING MATERIALS 238\par \pard\nowidctlpar\tx204\par \par \pard\nowidctlpar\tx2619\b ASSESS YOUR ROOFING\par \b0\i by Gary A. DeBois, a freelance writer living\par in Orangevale, California, and Mike Kerr\par \i0\par Whether you\rquote re replacing a roof or choosing the roofing for a new structure, a key question to ask is, \ldblquote What caused problems with our last roof?\rdblquote\par Previous roofing problems can be a clue to environmental factors that affect your church.\par If snow, heat, humidity, wind, rain, or hail have caused problems with roofing in the past, that should inform your choice of roofing material and\par \pard\nowidctlpar structure. For example, lower-cost, screw-down metal roofing is fine for churches that see little snow, whereas standing-seam roofing is essential\par for northern churches.\par Regardless of your climate, however, there are several common considerations when choosing a roof:\par \pard\nowidctlpar\qj\tx204\b\i Weight. \b0\i0 Roofs cover a lot of space, and sup\-ports are often far apart. Because of the size and weight of a church roof, materials such as clay or concrete are rarely suitable. If your existing roof was built to take the weight of asphalt shingles (about three pounds per square foot), massive reinforcement would be needed before a masonry roLVALof (at ten pounds per square foot) could be added. At one-and-a \-half pounds per square foot, steel roofs offer a lightweight solution.\par \pard\nowidctlpar\tx2970\b\i Installation. \b0\i0 Several unique factors should be studied:\par \pard\tx204\par \pard\nowidctlpar\qj\b Pitch.\b0 Steeper grades can present unique installation challenges. Expert roofers can meet those challenges with scaffolding and supports. Rarely will you be able to save costs with volunteer labor on steep roofs, and some materials may be impractical. \par \b Asbestos.\b0 If a roof is more than a decade old, it may contain asbestos, either in the roofing felt or in the roofing material itself. Asbestos is a frequent if underreported problem with roof replacement. Asbestos requires encase\-ment or removal and dumping at very high costs.\par \pard\nowidctlpar\tx2970\b Uninterrupted use\b0 . Replacing a church roof presents the church with a logistical problem: How can services continue unin\b\-\b0 terrupted while the exterior is turned into a construction zone, perhaps for more than a month? When a new roof can be installed over the old roof, the mess during reroofing will be significantly reduced, enabling ser\-vices to continue uninterrupted by construc\-tion debris or weather.\par \pard\nowidctlpar\qj\tx204\b\i Insulation. \b0\i0 If extreme heat and cold are prob\-lems for your church, a new roof offers an opportunity to insulate the space between the ceiling and the roof or between the old and new roof if you\rquote ve opted for a steel replace\-ment. The increased \ldblquote R\rdblquote (insulation) value will depend on the insulation thickness and type of roof installation.\par \b\i Life expectancy. \b0\i0 Asphalt shingles vary in life expectancy from twenty to forty years. Steel tile and shakes are galvanized for long use and are warranted to outlast any weather\emdash even 120 mile-per-hour winds\emdash for at least fifty years.\par \b\i Maintenance. \b0\i0 Some roofing material requires maintenance sooner thanLVAL others, especially in areas where it is exposed to severe or extreme weather. Pay for more durable roofing, and you\rquote ll have lower maintenance and greater life expectancy.\par \b\i Price. \b0\i0 A roofing contractor will provide a price per square foot (or per square, which is one-hundred square feet). This price quote yields an immediate cost comparison between mate\-rials plus installation.\par \pard\nowidctlpar\qj\tx221 Asphalt shingles are less costly than other roofing material. They\rquote re a good option for churches that may not want to invest in a fifty-year roof when they can only afford a fifteen-year roof. Asphalt shingles save costs on installation and future remodeling, though they do require more frequent maintenance.\par \pard\nowidctlpar\qj\tx204 Churches that are looking for a better re\-turn on their investment will want to weigh contractors\rquote estimates against the warranted lifespan of the roof. A roof that costs $150,000 and lasts twenty years is not as good as a roof costing $300,000 that is guaranteed for fifty years. Once you factor in the inflating cost of labor twenty years down the road, an asphalt roof may cost more over the same lifespan than the significantly more expensive but in\-creasingly popular metal roofing, which often carries a longer warranty. For multipurpose buildings with a low slope, metal roofing is a good solution.\par \b\i Installation. \b0\i0 Churches should work with repu\-table companies that have been in business for a long time. Warranty work is a significant is\-sue, for when problems happen, the company that installed your roof must be around to cor\-rect them.\par \pard\nowidctlpar\qj\tx221 Check out the company\rquote s training. Install\-ing a metal standing-seam roof is highly skilled work, and the quality of the installation is criti\-cal to roof performance.\par Get a certificate of insurance from the contractor. Have your insurance carrier and legal adviser review the certificate to see if you will be legally protected inLVAL case of job-related injuries.\par Finally, volunteer labor may be a way to save costs on some roofing, such as three-tab asphalt shingles on a low slope, but roofing is a dangerous and highly skilled profession. Metal sheets are awkward and slippery. Heights, slopes, and peaks require specialized experi\-ence and equipment. Some roofing tasks, such as joint preparation and flashing detail, are especially critical to create watertight barriers. It is best to leave most roofing jobs to profes\-sional installers.\par \pard\par \pard\nowidctlpar\li317\qj\tx204\b ROOFING MATERIALS\par \pard\nowidctlpar\li153\qj\tx204\b0 While some roofing materials cost more than others, they may also last significantly longer and require less upkeep. The following are some examples:\par \pard\tx1587\par \pard\nowidctlpar\li340\qj\tx204\b\i\bullet\tab Natural slate\b0 \i0 is perhaps the most beautiful and most durable roofing material (some slate roofs in Europe have held up since the thirteenth century). Slate is a natural stone and is available in a wide variety of qualities and colors.\par \pard\tx1774\par \pard\nowidctlpar\li340\qj\tx204\i\bullet\b\tab Clay tile,\b0 \i0 favored for its aesthetic appeal and architectural versatility, is available in a wide variety of colors and styles, including terra cotta, color glazed, and porcelain glazed. Tiles should be fastened in a manner appropriate to the climate of the area, such as with screws and hurricane clips in high-wind areas.\par \pard\tx1774\par \pard\nowidctlpar\li340\qj\tx204\i\bullet\tab\b Handcrafted metal\b0 \i0 roofs are custom formed out of copper, lead-coated copper (alloy coated sheet steel or \i iron), or zinc, and are installed over decking.\par \pard\tx1587\tx1774\par \pard\nowidctlpar\li340\qj\tx204\bullet\tab\b Hand-split red cedar shakes\b0 \i0 have a long history and great aesthetic appeal.\par \pard\tx1587\tx1774\par \pard\nowidctlpar\li340\qj\tx204\i\bullet\tab\b Fiber-cement slate\b0 , \i0 manufactured with man made fibers and inLVALert binders, costs less and is lighter than natural slate, but installation expenses are similar. Typically, fiber-cement slate comes with a fifty year warranty for the integrity of the material.\par \pard\tx1774\par \pard\nowidctlpar\li340\qj\tx204\i\bullet\tab\b Concrete tile\b0 \i0 comes in a wide variety of colors and styles (except porcelain glazed). It costs less than clay tile, but installation and repair expenses are similar. Limited warranty coverage usually extends to between thirty and fifty years.\par \pard\tx1774\par \pard\nowidctlpar\li340\qj\tx204\i\bullet\tab\b Metal tile\b0 \i0 is made to look like clay tile but has the advantage of being lighter, cheaper, and easier to install (it comes in large panels). \b Polyfluorocarbon paints\b0 provide unlimited color options that are guaranteed not\par \pard\nowidctlpar\fi210\li340\qj\tx209 to fade, peel, crack, craze, or chalk for twenty years.\par \pard\tx1774\b\par \pard\nowidctlpar\li340\qj\tx204\i\bullet\tab Preengineered metal systems\b0 \i0 make up more than 50 percent of the roofing for new, low rise, nonresidential construction. Its popularity over traditional handcrafted metal lies in its installation speed, economy, and range of color options. Preengineered metal roofing is constructed with a base of either aluminum or galva\-nized steel and can be coated with polyfluorocarbon paints.\par \pard\tx1587\tx1774\par \pard\nowidctlpar\li340\qj\tx204\i\bullet\b\tab Wood-fiber shakes\b0 \i0 are designed to imitate cedar shakes. Made from wood fibers and inert binder materials, they are a little easier to install than cedar shakes, Wood fiber shakes last like cedar (twenty to thirty years) but cost less and are more resistant to rot and fire.\par \pard\nowidctlpar\tx204\par \pard CHAPTER 10\par STAINED GLASS\par \par IN THIS CHAPTER\par CHOOSING STAINED GLASS 241\par UNCOVER THAT STAINED GLASS 242\par \pard\nowidctlpar\qj\tx204\par \pard\nowidctlpar\tx2970\b CHOOSING STAINED GLASS\par \pard\nowidctlpar\qj\tx204\b0\i LVALby Gary Ni Gray, president of Stained Glass by Shenandoah in Front Royal, Virginia\par \pard\qj\tx2562\par \pard\nowidctlpar\qj\tx204\i0 If you have decided to use stained glass in your new or renovated church, how do you decide what to install? Use an architect or liturgical consultant to decide. Artistic persons from the congregation may also be helpful. In the end, however, creat\-ing the right stained-glass windows for the sanc\-tuary requires careful attention to five critical elements:\par \pard\qj\tx2562\par \pard\nowidctlpar\qj\tx204\b\i 1.\tab Theme. \b0\i0 The original stained glass from the twelfth and thirteenth centuries was created to convey Bible stories to the uneducated masses. Biblical scenes continue to dominate the themes of stained-glass church windows today. Still, some stained-glass committees have shown remarkable creativity in their use of biblical themes. Rather than automatically choosing obvious scenes\emdash Jesus knocking at the door, for example, or the Good Shepherd\emdash congre\-gations are selecting biblical themes unique to their mission and their message.\par \pard\nowidctlpar\qj\tx204\tx2976 The stained-glass committee at Mount Olivet Church, for example, searched the Scriptures for references related to the Mount of Olives:\par \pard\nowidctlpar\fi210\qj The triumphal entry began on Mount Olivet, as did Jesus\rquote ascension into heaven. The commit\-tee also found many biblical references to the ol\-ive and the olive tree. The committee presented these options to its designer for incorporation into stained glass.\par \pard\nowidctlpar\fi198\qj\tx204 Historical, regional, and denominational themes have also been popular and appropri\-ate in stained-glass windows. Even the most abstract windows can display themes such as creation or a sunrise.\par \par \pard\nowidctlpar\li198\qj\tx204\b\i 2.\tab Design. \b0\i0 The first great heyday of American stained glass was between 1890 and 1917, when America built massive naves with tradi\-tional pictorial stained LVALglass, most of it painted and fired. American companies added round \ldblquote jewels\rdblquote to Gothic, Roman, and rectangular designs.\par \pard\nowidctlpar\li198\qj\tx198 Today, the excessive costs of painted and fired pictorial glass and the changing tastes of consumers have made pictorial stained glass less popular. Though artists may use Bible im\-ages or medallions to focus their themes, they may place them against simple backgrounds in traditional, contemporary, or abstract forms. Other options include leaded stained glass and faceted glass (thick, one-inch colored glass ce\-mented with epoxy).\par \pard\nowidctlpar\li198\qj\tx204\b\i 3.\tab Shape. \b0\i0 A critical element of stained-glass design is the shape of your windows. This should be considered early in the process so that shape, where possible, is influenced by the theme and design style, rather than the other way around. A designer can reinforce the theme of the win\-dows through their shape. A full wall of stained glass, for example, evokes a decidedly different feeling than does a series of Gothic or circu\-lar windows. Involve the architect early in dis\-cussions with the stained-glass committee to ensure that the chosen window shape fits the overall building design.\par \b\i 4.\tab Color. \b0\i0 Unlike the colors selected for carpeting, pew cushions, and choir robes, the colors in stained-glass windows will affect the congrega\-tion for as long as that sanctuary is used. Since colors affect our emotions\emdash some colors in\-voke peace, others strength and power\emdash select your colors carefully. Stick with basic colors and avoid trendy ones. Also be careful about the depth of colors\emdash too little color can cause a glare problem; too much color can make the sanctuary dark and dreary.\par 5.\tab\b\i Budget. \b0\i0 What happens when your committee\rquote s aesthetic tastes call for a $220-per-square-foot design while your budget has allotted only $60? Compromise will likely be necessary, re\-quiring a simpler design oLVALr smaller windows and an increase in the budget. However, many churches have found that funding stained-glass windows is easier than raising funds for most other church items. People often give readily for stained-glass windows as a memorial. De\-termine your budget early in the discussion so that the designer can work within certain constraints and create a design as intricate as funds will permit.\par \pard\qj\tx198\par \pard\nowidctlpar\qj\tx204\b UNCOVER THAT STAINED GLASS\par \pard\nowidctlpar\fi238\li250\qj\tx249\tx487\b0\i by Chris Larson, a freelance writer living in Chicago, Illinois\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\i0 Beginning in the 1950s, contractors cited many reasons for convincing churches that they needed protective glazing for their windows. \ldblquote They used every argument they could think of to sell the material, including soundproofing, energy sav\-ings, and easy maintenance,\rdblquote says Neal Vogel of Inspired Partnerships, a nonprofit group that helps churches maintain their buildings. \ldblquote Some churches were even told that protective glazing is bulletproof\emdash which it is not.\rdblquote\par \pard\nowidctlpar\fi198\qj\tx204 Protective glazing may be needed, but only in special circumstances. According to Ron Bovard of Bovard Studios in Fairfield, Iowa, there are re\-ally only two things that justify protective covering: vandalism and water leakage from condensation and wind-driven rain.\par While a protective layer may stop leakage, in\-stalling it for that reason may sidestep the larger issue of stained-glass maintenance, Vogel says. It may be better in the long run just to restore the leaky window.\par \par \pard\nowidctlpar\qj\tx204\b Why Not to Cover Windows\par \b0 The most obvious reason to reconsider protec\-tive glazing is its dulling effect on the beauty of stained glass. Much of the protective glazing installed in the last fifty years was some form of plastic. Acrylic is easily scratched by wind-blown particles, and polycarbonaLVALte is notorious for turn\-ing into a cloudy, hazy yellow.\par \pard\nowidctlpar\fi232\qj\tx204 Even more damaging is the harm done to the stained-glass window and its frame. The space between protective glazing and a stained-glass window is like a greenhouse. Wide temperature swings make the window\rquote s lead expand and con\-tract, pressing against the panes. In the meantime, moisture condenses on the window and drips onto its frame, causing it to rot. The window\rquote s seals, putty, and canes are attacked by bacteria that thrive in the warm moisture. The damage is hid\-den behind the protective covering. By the time the problem becomes visible, the window and frame are in terrible shape.\par If you decide to remove the protective glazing from your current stained-glass windows, you will lose weather protection on what may be already\par \pard\nowidctlpar\qj\tx204 damaged frames. Remove the glazing with the un\-derstanding that you\rquote ll probably have to restore or possibly even replace the stained glass.\par \pard\nowidctlpar\fi232\qj\tx204 Professional restoration of the glass should take care of drafts and leaks. Then you might consider leaving off the glazing permanently. If a stained-glass window is made properly, it doesn\rquote t need protective covering.\par \pard\qj\tx232\par \pard\nowidctlpar\qj\tx204\b Covers That Work\par \b0 If you must cover your stained glass, clear glass coverings are preferable. Glass costs roughly the same as plastic, won\rquote t yellow, and it can be cleaned more easily. To protect windows from theft or van\-dalism, consider laminated glass, which is stron\-ger than normal glass.\par \pard\nowidctlpar\fi232\qj\tx204 Whatever the material of protective glazing, proper installation and venting is critical. Venting will eliminate or lessen heat buildup and condensa\-tion. Drill holes through the wood or plastic frame for venting, or include a metal screen at the top and bottom of a protective glass panel. The key is to get fresh air moving through theLVAL air space to reduce con\-densation and the effects of temperature swings.\par \pard\nowidctlpar\fi198\qj\tx204\par \par \pard\nowidctlpar\fi232\qj\tx204 CHAPTER 11\par RENOVATION\par \par IN THIS CHAPTER\par MAXIMIZING YOUR SPACE 245\par LEADING THROUGH RENOVATION 246\par RULES FOR A SUCCESSFUL MAKEOVER 248\par \pard\nowidctlpar\tx204\par \pard\nowidctlpar\tx2970\b MAXIMIZING YOUR SPACE\par \pard\nowidctlpar\qj\tx204\b0\i by Ray Bowman, founder of Living Stones Associ\-ates, a church consulting team, and Eddy Hall, senior consultant at Living Stones Associates\par \pard\tx2664\par \pard\nowidctlpar\qj\tx204\i0 Before deciding to remodel, consider this seven-step assessment of how you\rquote re using your current facilities. While remodeling may be necessary, it should be considered after this process, not before.\par \pard\qj\tx2670\par \pard\nowidctlpar\qj\tx204\b\i Step 1: List your space needs. \b0\i0 On a floor plan of your building, write down what happens in each room during the various hours of the week. For each, ask, \ldblquote Is the present space adequate? If not, what size and kind of space is needed?\rdblquote Do the same for each church activity that happens away from church.\par Project the space needs for each of these ministries\emdash and any being planned\emdash for five years from now. Designate the amount of space needed and any special requirements, such as location, accessibility, and acoustics.\par \b\i Step 2: Match groups to the right-size room.\par \pard\nowidctlpar\fi210\qj\tx209\b0\i0 Many churches have at least one small class in a big room and one big class in a little room. Simply moving classes around can relieve space pressure. Perhaps you can change group sizes to fit your rooms. You can divide large classes or combine smaller classes and switch to a team-teaching approach.\par \pard\nowidctlpar\tx204\par \pard\b\i Step 3: Change furniture. \b0\i0 You can increase worship seating up to 20 percent b y replacing pews with individual seating. If tLVALhat seating is movable, the room also becomes available for other uses. Consider these additional ideas:\par \pard\tx204\par \pard\nowidctlpar\fi175\qj\tx204 A room that uses small tables and chairs can hold twice as many people as one filled with overstuffed furniture. Likewise, children\rquote s classrooms grow when adult-sized furniture is replaced with children\rquote s furniture. For preschool or kindergarten classes, con\-sider moving the furniture out and seating the children on a carpeted floor. Oversized play equipment\emdash such as a slide\emdash wastes space.\par \pard\nowidctlpar\li175\qj\tx204 If the nursery is crowded, replace full-size cribs with half-size or stacked cribs.\par \pard\nowidctlpar\qj\tx204\b\i Step \b0\i0 4: \b\i Find new uses for space not fully used. \b0\i0 A church in Pennsylvania with excess wor\-ship seating removed several back rows and installed room dividers, carving out needed space for a foyer, a fellowship area, and a Sun\-day-school class. Some churches use folding walls to divide large foyers for Sunday-school space, then open them before people arrive for worship.\par \b\i Step 5: Build a storage building. \b0\i0 One church was able to empty three rooms after putting up a storage shed. It\rquote s an inexpensive way to add a lot of space.\par \b\i Step 6: Use creative scheduling. \b0\i0 Multiple Sun\-day services and Sunday-school sessions are a must for most fast-growing churches, but you don\rquote t have to stop there. What about add\-ing a worship service or rescheduling Sunday school on another day? One children\rquote s min\-istry brought in scores of children from the community by meeting on Saturday. Because the children gathered when there wasn\rquote t a worship service, they could use the only space big enough\emdash the worship area.\par \b\i Step\b0 \b 7. Use alternative space. \b0\i0 Most communi\-ties have meeting space that churches may use, often just for the asking\emdash homes, motel party rooms. schools, lodge halls, community roLVALoms in banks or apartment complexes.\par \pard\nowidctlpar\li175\qj\tx204 Young singles\rquote classes often work better in res\-taurants than in church buildings. Some peo\-ple who are uncomfortable coming to a church building will gladly participate in groups that meet elsewhere.\par \pard\tx175\par \pard\nowidctlpar\fi210\qj\tx209\b Proceed to the Next Step\par \pard\nowidctlpar\qj\tx204\b0 You may try steps one through seven and still de\-cide that you need minor remodeling or a modest addition. Here are some considerations for keep\-ing that process manageable: Can you increase usable space by taking a wall out? putting a wall in? installing a folding wall across part of the foyer? enclosing a hallway with a folding wall?\par Would a larger foyer make multiple worship services practical by giving worshippers a place other than the worship area in which to visit between services?\par Could remodeling bring scattered staff offices together into a single administrative complex, enhancing teamwork and making the staff more accessible to the community and one another?\par With creative planning and the willingness to try new approaches, your church may be able to get more use from its building than you ever dreamed.\par \pard\qj\tx204\par \pard\nowidctlpar\tx204\b LEADING THROUGH RENOVATION\par \pard\nowidctlpar\fi250\tx249\b0\i by Melissa Labberton, a freelance writer living in Yakima, Washington\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\i0 Whenever you mix construction crews, commit\-tee members, congregational congestion, and color swatches, you run the risk of spontaneous combustion. Here is a three-stage breakdown on how to lead a congregation through renovation with minimum conflict:\par \pard\nowidctlpar\qj\par \pard\nowidctlpar\qj\tx204\b\i 1.\tab Build consensus. \b0\i0 Not everyone will know about a church\rquote s renovation needs. If the roof doesn\rquote t leak water on their pew, many churchgoers as\-sume that the building is in great shape. Here are some ways to mLVALake the problems known:\par \pard\tx204\par \pard\nowidctlpar\qj\tx204 Set up a display table featuring a horrific col\-lection of frayed wires, corroded pipes, and melting light switches, all identified as to where they came from in the building. Bru\-tal honesty is sometimes essential if people are to understand the pressing problems of the church facility.\par Use knowledgeable professionals in the field. Surround yourself and your congrega\-tion with technical expertise from architects, engineers, and contractors. Some solutions may be off the wall. You need clear-cut, trained professional proficiency to break the logjam of opinion and lay out solutions based on state-of-the-art expertise. Think long-range\emdash at least ten years into the future. What kinds of improvements will fix your present problems and improve the church\rquote s ministry for the next ten to fifty years? For example, one church needed a new heating system, but it took the promise of a greatly expanded fellowship area (also badly needed) to sell the congregation on a renovation plan.\par Tirelessly gather information. People in the congregation have opinions about the proj\-ect, and they want to be heard. Let people voice their concerns in a number of ways. One pastor invited groups to his home for fourteen Sundays to tell members person\-ally about a proposed renovation and to hear their ideas.\par Another church used \ldblquote dream cards,\rdblquote made available at Sunday coffee hours and other group settings, to allow the congre\-gation to share their ideas and dreams for the church. The cards also helped the lead\-ers identify concerns that might not have been heard otherwise. These steps help leadership come up with a plan that has widespread ownership. People want to be included.\par \pard\qj\tx300\par \pard\nowidctlpar\fi210\qj\tx204\b\i 2.\tab Develop a plan. \b0\i0 To move from problem to solu\-tion, you need to do the following:\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204 Pray for your church. BeLVALgin with prayer, continue with prayer, and celebrate with prayer. At each stage of renovation or re\-pair; ask for congregational prayer to seek the Lord\rquote s guidance for the future of your church. There simply is no better way to accomplish God\rquote s will for your church.\par \pard\nowidctlpar\li300\qj\tx204 Commission an architectural committee.\par \pard\nowidctlpar\fi238\li250\qj\tx204\tx249\tx487 This committee should include leaders from all facets of the congregation. Find church leaders with a variety of expertise. Business, banking, law, and construction backgrounds can be helpful when working with the archi\-tect and contractor during the actual build\-ing process. Then appoint a dynamic leader. This position requires one of the church\rquote s\par best leaders.\par \pard\nowidctlpar\qj\tx204 Prioritize. You may not be able to accom\-plish everything your church wants, so list which portions of the project demand atten\-tion first and in what order other portions are to be undertaken. If rising costs or other problems intervene, you can follow your prioritized list.\par \pard\qj\tx300\par \pard\nowidctlpar\fi210\qj\tx209\b\i 3.\tab Deal with problems. \b0\i0 No major renovation pro\-gresses without bumps along the way. First, be prepared by expecting negative reactions. You will experience opposition, especially from church members with strong emotional attach\-ments to the building. Allow the emotions to vent. Then continue with what you must do, working hard to bring people along with you. Don\rquote t be swayed by a vocal minority, but if more than 10 percent of the congregation vehemently opposes the plan, you probably need to rethink it.\par \pard\nowidctlpar\fi300\tx204\tx300 Second, work closely with the architect. A good working partnership with a professional designer and planner will help preclude un\-happy episodes.\par \pard\nowidctlpar\qj\par \pard\nowidctlpar\qj\tx204\b RULES FOR A SUCCESSFUL MAKEOVER\par \b0\i by Ben Heimsath, senior partner and manager of HeLVALimsath Architects in Austin, Texas\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\i0 If you renovate your church, you will make hun\-dreds thousands of decisions over the course of the project. Keep these five rules in mind as you work through those decisions:\par \pard\qj\tx204\par \pard\nowidctlpar\li187\qj\tx204\b\i 1.\tab Stay true to your building. \b0\i0 When you revise or add to an existing building, the character of the new design will affect the old. You must consider various questions: Will the old building and new addition look like they belong together? What were the intentions of the original designers, and how successful were they in meeting those goals? Has the function of the church changed since then? What image should the church building convey today?\par \pard\nowidctlpar\li209\qj\tx204\b\i 2.\tab Set a realistic budget\b0 . \i0 Determining a budget is perhaps the most worrisome part of a renovation.\par \pard\nowidctlpar\fi210\li204\qj\tx209 To ease that process, remember the following:\par \pard\qj\tx204\par \pard\nowidctlpar\fi238\li250\qj\tx204\tx249\tx487\b\i Start early. \b0\i0 From the outset, a congregation should discuss their expectations of the proj\-ect as well as how much it\rquote s willing to pay.\par \pard\nowidctlpar\qj\tx204 People should recognize that a renovation may cost more than predicted, though, and that unexpected expenses may be incurred along the way.\par \b\i Get professional help. \b0\i0 Financial consultants, lenders, and fund-raising organizations can help congregations set a budget for renova\-tions. Building experts, such as architects and contractors, can help a building commit\-tee outline a project that meets their comfort level.\par \pard\nowidctlpar\qj\tx204\tx249\tx487 Specialists such as roofers or structural engineers can help evaluate the condition of existing buildings and note problems that should be taken care of before a building is altered.\par \pard\nowidctlpar\tx204\b\i Check church resources. \b0\i0 Some denomina\-tiLVALons offer consultants and workshops to help congregations with building projects.\par \pard\nowidctlpar\qj\tx204\b\i Allow for extras. \b0\i0 In drawing up a budget, fac\-tor in approximately 5 percent of construc\-tion costs for emergency expenses. Keep the right perspective. Don\rquote t let money be the only factor in deciding whether or not to implement a building proposal.\par \pard\qj\tx340\par \pard\nowidctlpar\li204\tx204\b\i 3.\tab Build in stages. \b0\i0 Don\rquote t do everything at once. A large, challenging project can be broken into manageable pieces by phasing it out. Some\-times the success of completing a first phase can prime the pump for future work.\par \pard\nowidctlpar\fi238\li250\qj\tx204\tx249\tx487 For example, when the doors opened at the newly renovated child development center of Grace Lutheran Church in Winchester, Vir\-ginia, we were already finalizing construction plans for renovating the sanctuary. The success of the first phase helped to raise funds for the second. Several months later, we began con\-structing the sanctuary.\par Each phase of a long-range plan should stand on its own because partially completed projects can overburden a congregation. We worked with a congregation that had a handsome two-story education building, except for a blank wall next to the playground. The wall was the con\-nection to a future extension, which somehow never got done.\par \ldblquote How long have you planned to have the extension here?\rdblquote I asked a church member. \ldblquote Nearly thirty years,\rdblquote was his response.\par \pard\nowidctlpar\li204\tx204 4.\tab\b\i Set a schedule. \b0\i0 The time it takes to get ready for construction (beyond developing a master-plan) is usually equal to the time it takes for the construction itself. The time spent planning and documenting a program helps to ensure that the construction will go smoothly.\par \pard\nowidctlpar\li204\qj\tx204 You should decide early how construction will affect your programs and people. Will you nLVALeed alternate facilities for worship or weekday prayer meetings if you add a fellowship hall next to the sanctuary? Where will Sunday-school classes meet if you expand the education wing? Should you relocate the day-care program far\-ther away from the construction site?\par \pard\nowidctlpar\li204\tx204\b\i 5.\tab Work with pros. \b0\i0 Once a church has a plan, it can complete its design, work up construction doc\-uments, finalize budgets and schedules, review codes and permits, and begin working with a contractor or builder. In doing all this, a church should keep the following in mind:\par \pard\nowidctlpar\qj\tx204\b\i Hire the best. \b0\i0 The professionals a church works with should bring experience, en\-thusiasm, and creativity to a project. They should be willing to work with the entire congregation, listening and responding to its needs.\par \b\i Ask questions. \b0\i0 Architects and contractors should encourage church members to ask questions throughout the project To ask better questions, church members should become familiar with the terminology of the building trades. \par \b\i Review documents. \b0\i0 Examine the drawings, details, and specifications on what is required of contractors and subcontrac\-tors. Renovation work includes many details about handling various parts of construction.\par \pard\nowidctlpar\tx141\tx7041\tab For example, one renovation allowed the congregation access to its sanctuary on Sunday only by walking through the construc\-tion area. The building committee spotted the problem while reviewing the construc\-tion documents and worked out a solution.\par \pard\nowidctlpar\qj\tx204 Every Friday afternoon the contractor had to clean up the construction site and put up a temporary walkway.\par \pard\nowidctlpar\tx204\b\i Work out a demolition plan. \b0\i0 A demolition contract should state what is to be removed or demolished, what needs protecting, and for the what must be removed and stored. Such de\-tails can save you countless headaches later.\par \pard\LVALpar \cf2\f1\fs29\par } LVALu^5{\rtf1\ansi\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\froman\fprq2\fcharset0 Times New Roman;}{\f2\fswiss\fprq2\fcharset0 Arial;}{\f3\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\lang1033\f0\fs28 CL 253-295\par PART 5\par FACILITIES AND OPERATIONS\par CHAPTER 1\par CLEANING AND MAINTENANCE\par \par IN THIS CHAPTER \par THE NOBLE CALLING OF MAINTENANCE 253\par WHAT NEEDS TO BE DONE? 254\par MAINTENANCE CHECKLIST 256\par THE WELL-SUPPLIED CUSTODIAN 257\par MORE RESOURCES ON MAINTENANCE 257\par \par \pard\nowidctlpar\qj\b THE NOBLE CALLING OF MAINTENANCE\par \b0\i by Drew Zahn, a former assistant editor \i0 of Leadership\par \pard\qj\par \pard\nowidctlpar\qj\tx2534 Merlin Beenken was an elder at the church where I served my first pastorate and the father of our church chairman. Late at night, after Merlin got off work (he worked the swing shift), he helped his wife clean our church building. While the rest of the church slept, Merlin changed light bulbs, refilled toilet paper in the men\rquote s room, and took out the trash.\par \pard\nowidctlpar\qj\tx2534\tx2743\cf1\b Why was this prominent leader cleaning when everyone else was in bed? Merlin understood this role as fulfilling Paul\rquote s calling in Philippians 2:5-7: Your attitude should be the same as that of Christ Jesus: Who, being in very nature God, did not con\-sider equality with God something to be grasped, but made himself nothing, taking the very nature of a servant.\rdblquote\par \cf0\b0 The behind-the-scenes care of church facili\-ties and operations isn\rquote t glamorous; at its heart, it means being a servant. Administrators, landscap\-ers, janitors, and sound crews rarely receive an ovation. Their work, however, is no less important and no less a ministry than any other ministry in the church.\par Somewhere this Sunday, a frazzled mother will arrive late for church with five feisty children who have scuffled LVALall morning, draining her joy and patience. Walking through the church\rquote s flower garden will give her a moment\rquote s peace in which to prepare her heart for worship\emdash thanks to an unknown landscaper who volunteered his time to put in, water, and maintain plantings around the church. When the mother walks into church, the bustle of coats and shoes and coloring books tests her patience again until she discovers that some\-one had the foresight to put children\rquote s coat hooks and cubbies down low so her children can take care of their own things. Just before the mother enters the sanctuary, she is unnerved by the smell of her baby\rquote s dirty diaper. She rushes to the bathroom, where she finds a changing table fully stocked with the wipes she had forgotten to bring from home. \i Finally, \i0 she thinks to herself, \i we\rquote ve found a church that cares.\i0\par \pard\nowidctlpar\fi198\qj\tx2505 Somewhere farther north, a teenager at another church is busy at 7:00 am. shoveling snow from the sidewalks around the church and sprinkling salt so that Mrs. Hayes doesn\rquote t slip and break her hip again.\par At another church, a volunteer lighting crew is superimposing the image of a father\rquote s open arms over the cross in the chancel. It is a stunning il\-lustration that may prompt the prodigal son in the back pew to come home at last.\par \cf1\b Picking out light bulbs, mixing mopping solu\-tion, or sprinkling salt is about as glamorous as washing feet. But that\rquote s the point, isn\rquote t it? Taking care of a church\rquote s facilities and operations is noble work precisely because it is so ignoble. As 1 Cor\-inthians 12:22-23 reminds us, \ldblquote those parts of the body that seem to he weaker are indispensable, and the parts that we think are less honorable we treat with special honor.\rdblquote Or as Matthew 23:11-12 says, \ldblquote the greatest among you will be your ser\-vant. For whoever exalts himself will be humbled, and whoever humbles himself will be exaltedLVAL.\rdblquote\par Facilities and operations may not seem to pro\-duce the spiritual fruit that other ministries so readily do, but give this ministry its due. Through cleaning, mowing, fixing, budgeting, and hundreds of other facilities and operations tasks, doors will open in the hearts of frazzled mothers and way\-ward sons, and people throughout the church will consider the needs of others and learn to meet those needs. Thinking and acting on the needs of others defines the spirit of servanthood.\par \pard\nowidctlpar\qj\tx2505\cf0\b0\par \pard\nowidctlpar\qj\tx2534\b WHAT NEEDS TO BE DONE?\par \pard\nowidctlpar\fi209\qj\tx2534\tx2743\b0\i by Richard Shaw, publisher of the \i0 Sun-Advocate \i in Price, Utah, and Robert H. Welch, dean of the School of Educational Ministries and professor of Church Administration at Southwestern Baptist Theological Seminary in Fort Worth, Texas\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx2505\i0 Good maintenance not only keeps your church in shape, it can also create an atmosphere that attracts new members. Churches typically oper\-ate in a world punctuated by statements such as, \ldblquote Nobody volunteered to clean the restrooms this week\rdblquote or \ldblquote The blinds in my classroom are dusty\rdblquote or \ldblquote Hiring someone doesn\rquote t fit in our budget.\rdblquote\par \pard\nowidctlpar\fi198\qj\tx2505 If such statements sound familiar, perhaps it\rquote s time to assess your maintenance strategy. Con\-sider the following questions:\par \pard\qj\tx198\par \pard\nowidctlpar\fi198\qj\tx2505 What maintenance needs to be done? Who will do the maintenance?\par \pard\nowidctlpar\qj\tx2505 How much money will we devote to mainte\-nance?\par \pard\nowidctlpar\fi-198\li198\qj\tx198 How well do we need the maintenance to be done?\par \pard\qj\tx198\par \pard\nowidctlpar\qj\tx2505 To help you determine what needs to be done, use assessment logs to inspect your premises. Fill out a log for each room, noting what needs to he done there in three arLVALeas: cleaning and servicing, re\-pairs and refinishing, and regular replacements (such as carpeting, shingles, or light bulbs). Your logs should include, at a minimum\par \pard\qj\tx204\par \pard\nowidctlpar\fi198\qj\tx2505 vacuuming \par dusting\par \pard\nowidctlpar\qj\tx2505 carpet deep-cleaning\par floor washing and waxing restroom cleaning\par window washing\par \pard\nowidctlpar\li175\qj\tx2505 touch-up painting \par purchasing janitorial supplies \par upkeep of equipment and appliances.\par \pard\tx175\par \pard\nowidctlpar\qj\tx2505 For exterior maintenance, one assessment log should suffice. Make sure you include lawn mow\-ing, shrubbery and tree trimming, flower planting and watering, and snow removal.\par \pard\nowidctlpar\fi175\qj\tx2534 Include in your log how often tasks need to be done, whether daily, weekly, or occasionally. Refer to these logs as you move through the next consid\-erations in creating your maintenance strategy.\par \pard\tx175\par \pard\nowidctlpar\fi209\qj\tx2743\b Who Does It?\par \pard\nowidctlpar\qj\tx2505\b0 Churches handle maintenance in one of three ways, each of which has distinct advantages and disadvantages.\par \pard\tx204\par \pard\nowidctlpar\li175\qj\tx2505\b\i Volunteers. \b0\i0 The advantages of using volunteer labor include low cost and high commitment. This is the least expensive option, as volun\-teers use their gifts to serve God. The disad\-vantages are the difficulties in overseeing and coordinating untrained volunteers. Without su\-pervision, volunteer work can be inconsistent or of poor quality.\par \b\i Paid employees. \b0\i0 The advantages of hiring people to maintain church facilities are consis\-tency in work quality and regular hours. The disadvantages are that employees may not be skilled in all areas of maintenance, and payroll costs will add up.\par \b\i Outside contractors. \b0\i0 The advantages of hiring professional cleaners are that you avoid per\-sonnel problems and get trained workers who provide their own suppliLVALes and equipment. This is often a costly alternative, however, and contract personnel aren\rquote t always available for special events.\par \pard\tx175\par \pard\nowidctlpar\li175\qj\tx2505 Return to your assessment logs to decide which maintenance tasks could he given to volunteers and which may he better suited for professionals. Keep in mind that many churches work with a combination of volun\-teers, employees, and contract services, de\-pending on the available talent and finances.\par \pard\nowidctlpar\qj\tx2534\tx2743\b What It Costs\par \pard\nowidctlpar\fi-198\li180\qj\tx198\b0 Most churches allow 8 to 12 percent of their an\-nual budget for cleaning, repairs, and replace\-ments. This does not include upgrades of major equipment or appliances, which are capital im\-provements that should not come out of the yearly budget. There are, however, several ways that churches can cut down on maintenance and repair:\par \pard\qj\tx204\par \pard\nowidctlpar\li175\qj\tx2505\b\i Traffic control. \b0\i0 High-traffic areas are usually close to entrances. They should have easy-maintenance floors, as they are used for a church\rquote s busiest activities. Direct people to these high-use areas with signs, and limit ac\-cess or close off areas that aren\rquote t in use dur\-ing certain events. Require groups to reserve meeting rooms and schedule their activities in advance. That will allow maintenance people to plan their work (and thus manage their costs) more efficiently.\par \i Walls \b and floors. \b0\i0 Paint your walls with wash\-able paint in a color that hides dirt. Satin or semi-gloss finishes are best, and high-quality latex will save money over oil-based paint with\-out sacrificing quality. Consider using rock, brick, or ceramic surfaces in heavy-traffic ar\-eas. Preserve your flooring by using grates or ribbed mats to collect dirt near entrances. \b\i Cost-saving design. \b0\i0 In restrooms, keep fix\-tures off the floor and include a floor drain to make mopping easier. At church entrances, LVALconsider using two sets of doors with an air lock between them. That reduces dirt and dust and cuts heating and cooling costs. Keep fixtures (such as faucets and lighting) uniform throughout the building so replacements and repairs are simpler. Bulb changing will be easier, and you won\rquote t have to store many kinds of light bulbs.\par \pard\nowidctlpar\qj\tx2534\tx2743\b Quality of Service\par \pard\nowidctlpar\qj\tx2505\b0 Inadequate cleaning procedures can be danger\-ous, especially in nurseries, restrooms, shower rooms, and kitchens. People who clean the church must know how to prevent the spread of disease.\par \par Here are several key areas where many churches fail to maintain adequate standards:\par \pard\tx204\par \pard\nowidctlpar\li175\qj\tx2534\b\i Carpet care. \b0\i0 Carpeted floors are second only to heating and cooling systems for distributing bacteria in a facility, and they require regular care. Vacuum with a high-quality vacuum cleaner (the department store fifty-dollar special won\rquote t do) that meets indoor air-qual\-ity standards. Use professional spot-remover kits whenever food, soda pop, or other spills occur. Carpets should be deep cleaned at least once a year, whether by water or dry extrac\-tion. Be aware that disinfectant services on carpeting are illegal. Sanitizing, though legal, is expensive.\par \b\i Kitchen wipes. \b0\i0 Rags and wipes used in kitchen cleanup become breeding grounds for mi\-crobes and germs, even if they\rquote re rinsed out and allowed to dry thoroughly. Thoroughly clean your wipes or use disposable ones.\par \pard\nowidctlpar\qj\tx2505\b\i Mop heads. \b0\i0 Some church workers try to save money by using mops until they are past the point of usefulness. At a certain point, mops spread more dirt than they pick up. Replace mop heads regularly, or consider purchasing a flat mopping system with heads that can be laundered.\par \b\i Cleaning solutions. \b0\i0 Improperly mixed solutions create more work. A worker must either work harder to comLVALpensate for a weak dilution or work harder over time to clean up the mess caused by excess chemicals in a strong dilu\-tion. Workers need to change dirty mopping solutions regularly. Dirty solution does not clean\emdash it spreads dirt and bacteria and leaves a ring on baseboards.\par \par \pard\nowidctlpar\fi209\li198\qj\tx2534\tx2743\b MAINTENANCE CHECKLIST\par \pard\nowidctlpar\fi-198\li1241\qj\tx198\b0 Maintenance requires a regimen of building care beyond cleaning. Schedule these other important tasks:\par \pard\tx204\par \pard\nowidctlpar\fi-187\li187\tx187\b\i\bullet\tab Heating, ventilation, and air-conditioning (HVAC): \b0\i0 Change your HVAC filter four times a year and the toilet exhaust twice a year. Put in a fresh air unit when you change your toilet exhaust. Check your air conditioner each spring and fall.\par \pard\tx187\par \pard\nowidctlpar\fi-192\li192\tx192\b\i\bullet\tab Plumbing: \b0\i0 If you are in a cold climate, insulate pipes. Do a plumbing checkup once a year. Pump out septic systems in the summer.\par \pard\tx192\par \pard\nowidctlpar\fi-192\li192\tx192\b\i\bullet\tab Roofing: \b0\i0 Check the roof each fall, inspecting shingles for wear and tear and immediately addressing any signs of leakage or rotting boards.\par \pard\tx192\par \pard\nowidctlpar\fi-192\li192\tx192\b\i\bullet\tab Drainage: \b0\i0 Clean out gutters in the spring and fall or as needed.\par \b\i\bullet\tab Security: \b0\i0 Check periodically to make sure that all locks and alarms are functioning. Make sure that sprin\-kler systems are functional and fire extinguishers are working and readily available. At least once a year, check emergency lights, exit signs, and backup generators. At least twice a year, examine smoke and heat detectors. Replace batteries, and make sure all the units are functioning.\par \pard\tx192\par \pard\nowidctlpar\fi-192\li192\tx192\b\i\bullet\tab Grounds: \b0\i0 Grass should be cut, fences mended, leaves raked, trees trimmed, and bushes pruned. Walkways and stairways mLVALust be kept in good condition. Holes, divots, and depressions are hazardous. Make sure that all playground equipment is safe, secure, and sound. An annual check in the spring along with garden\-ing and landscaping will give you time to address any grounds work that needs to be done.\par \pard\nowidctlpar\li6117\tx6117\i\emdash Kevin M. Quinley\par \pard\nowidctlpar\qj\tx2505\b\i0 THE WELL-SUPPLIED CUSTODIAN\par \pard\nowidctlpar\qj\tx2534\b0\i by Robert H. Welch, dean of the School of Educa\-tional Ministries and professor of Church Adminis\-tration at Southwestern Baptist Theological Seminary in Fort Worth, Texas\par \pard\tx204\par \pard\nowidctlpar\fi209\qj\tx2534\tx2743\i0 Trying to save money by skimping on supplies or training for your custodians can lead to inefficient work, grimy facilities, and extra chores down the road. Does your janitor have what it takes to get the job done? Here are four things your custodian needs:\par \pard\nowidctlpar\fi215\qj\b\i 1.\tab Supervision. \b0\i0 Maintenance and cleaning per\-sonnel need direction. No one expects the church pastor or administrator to be a professional house\-keeper, but an effective leader must know the ba\-sics of cleaning and maintaining a church facility Keep up-to-date on industry standards for an ef\-fectively managed facility.\par \i 2.\b\tab Training.\b0 \i0 Your custodian needs special knowledge and skills. If you\rquote re hiring, look for trained custodians from schools, hospitals, pro\-fessional custodial companies, or anywhere that workers get on-the-job training under a master custodian. If you already have a custodian who needs training, don\rquote t overlook the training semi\-nars conducted at product distribution centers by vendors of equipment and cleaning supplies. You might also consider enrolling your custodian in a correspondence or off-site training program.\par \pard\nowidctlpar\fi215\li175\tx187\b\i 3. Equipment. \b0\i0 The right equipment makes a jan\-itor\rquote s job easier and more efficient. For examplLVALe, a polish-and-buff job can be reduced to one-third the time with a 1,600-rpm machine versus a 175-rpm machine. A backpack vacuum won\rquote t replace a twin-motor, wide-mouth upright vacuum for large open areas and hallways, but it will save untold hours in cleaning stairwells, sanctuaries, recreation areas, and classrooms. Passing down the pew rows, a custodian can clean the floor with a floor brush, place a slit nozzle on the hose to clean the hymnal racks, and attach an upholstery brush to clean the pew cushions.\par \pard\nowidctlpar\fi-175\li175\tx187\par \pard\nowidctlpar\fi215\li175\tx187 4. \b\i Cleaning supplies. \b0\i0 No matter how well trained and equipped, your custodian will need safe, effec\-tive cleaning supplies. How do you find out about new cleaning products? Full-time church adminis\-trators can consult vendors, attend trade shows, or talk to professional cleaning personnel in schools, hospitals, and institutions.\par Do not go to the local discount store and buy the cheapest cleaning products available. A poor choice of cleaning products can cost workers time in having to repeat their efforts. When buying sup\-plies you\rquote ll want to remember the following:\par \pard\qj\tx215\par \pard\nowidctlpar Buy from a reputable source. A quality vendor can report on new products, train custodians on the proper use of the product, provide OSHA (Occupational Safety and Health Ad\-ministration) safety data sheets, and suggest options for difficult cleaning operations.\par \pard\nowidctlpar\fi-192\li215\tx192\par \pard\nowidctlpar\qj\tx2505 Buy system chemicals. Each manufacturer creates a system of chemicals to carry out cleaning operations. Few chemicals are in\-terchangeable with another manufacturer\rquote s system, so purchase the whole line rather than mixing and matching.\par \pard\nowidctlpar\qj\tx2534 Keep your individual cleaning needs in mind and buy specifically to meet them. For the smaller church, consider pre-measured chemi\-cals that can be added to five-gallon dilLVALution containers and carried to cleaning closets in various parts of the facility.\par \pard\nowidctlpar\fi-192\li215\tx192\par \par \pard\nowidctlpar\li62\tx6117\b MORE RESOURCES ON MAINTENANCE\par \pard\nowidctlpar\li255\tx2834\b0\i Building a Successful Housekeeping and Maintenance Program \i0 by Joyce Parchman (National Association of Church Business Administration, {\field{\*\fldinst{HYPERLINK "www.nacbanet.org"}}{\fldrslt{\ul\cf1 www.nacbanet.org}}}\f0\fs28 )\par \pard\tx2834\par \pard\nowidctlpar\li255\tx2834\i Housekeeping Handbook for Institutions, Business, and Industry \i0 by Edwin Feldman (P.O. Box 52729, Atlanta, GA\par 30355)\par \pard\tx2834\par \pard\nowidctlpar\li255\tx2834 The International Sanitary Supply Association ({\field{\*\fldinst{HYPERLINK "www.issa.com"}}{\fldrslt{\ul\cf1 www.issa.com}}}\f0\fs28 )\par \pard\nowidctlpar\fi-192\li215\tx192\par \i Your Church \i0 magazine ({\field{\*\fldinst{HYPERLINK "www.christianitytoday.com/cbg"}}{\fldrslt{\ul\cf1 www.christianitytoday.com/cbg}}}\f0\fs28 )\par \par \par \pard\nowidctlpar\fi215\li175\tx187 CHAPTER 2\par EXTERIOR AND GROUNDS\par \par IN THIS CHAPTER \par CREATING A WELCOMING EXTERIOR 259\par TRANSFORM YOUR PARKING LOT 261\par SNOW REMOVAL 261\par \pard\par \pard\nowidctlpar\qj\tx2505\b CREATING A WELCOMING EXTERIOR\par \b0\i by Jennifer Schuchmann, a freelance writer in Marietta, Georgia\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx2534\i0 The real-estate term \i curb appeal \i0 describes the impact of a property on those who see it from the street. \ldblquote Curb appeal comes from the head and the heart,\rdblquote says Leon Alberts, a real-estate agent who is the associate pastor of Oswego Presbyte\-rian Church in Illinois. \ldblquote When people buy houses, their head says that it has to have a certain num\-ber of bedrooms and bathrooms. Their heart tells them what it looks like when they drive up and see the picket fence or the geraniums on the front porch.\rdblquote\par \pard\nowidctlpar\fi209LVAL\qj\tx2534\tx2743 The same is true for a church. A church\rquote s loca\-tion or denomination will appeal to the intellect, but its appearance will appeal to the heart. The condition of the building, the landscaping, and the signs (or lack thereof) can make the difference between a church that welcomes visitors and one that is ignored. Curb appeal is not about tricks; it\rquote s about removing barriers that discourage people from coming inside your church where they can experience your ministry.\par \pard\qj\tx192\par \pard\nowidctlpar\fi-198\qj\tx198\b Facial Grooming\par \pard\nowidctlpar\qj\tx2534\b0\f1\fs24 Short of rebuilding your church facade, you can do a lot to improve it simply by spiffing it up. \f0\fs28\ldblquote Curb appeal for a church means the same thing that it does for anyone else: a clean, pleasant appearance consistent with what people expect to see at their residences and work places,\rdblquote says David Engle\-man, chairman of the building committee at Mt. Zion United Methodist Church in Marietta, Georgia.\par \pard\nowidctlpar\qj\tx2505 His committee made a concentrated effort to increase Mt. Zion\rquote s curb appeal. Over the years, the church had added new buildings in masonry of different sizes and colors. Because a consistent look is more pleasing to the eye, the committee decided to top all of the buildings with the same roofing material. The front of the church was al\-tered\emdash the sanctuary was extended by five feet and a brick facade was installed on the chapel entrance\emdash to display similar shapes and forms among the buildings. The church was painted to disguise the masonry differences, and the parking lots were resurfaced.\par Beyond a fresh coat of paint and well-main\-tained buildings, small touches such as a floral or grapevine wreath hanging on the main door and shiny doorknobs at all entrances can generate good feelings about your church before visitors even step into the sanctuary.\par \pard\qj\tx221\par \pard\nowidctlpar\qj\tx2534\b The Right LVALSetting\par \pard\nowidctlpar\qj\tx2505\b0 A weed-infested, scraggly lawn and untrimmed trees won\rquote t help your church\rquote s curb appeal no mat\-ter how much effort you put into the building.\par \ldblquote Visitors will notice whether or not your grass is green before they notice your azaleas or dwarf yaupons,\rdblquote says Julia Hinkle, project manager at Lifescapes Inc., a worldwide landscape architec\-ture and contracting firm headquartered in Can\-ton, Georgia. \ldblquote But you do want bulbs coming out at Easter and a variety of flowers all year long to keep people\rquote s attention.\rdblquote\par Landscaping is more than just planting flowers; it can also direct traffic flow. This is especially im\-portant at a church where everyone comes in the same set of doors at about the same time. \ldblquote You need to guide them in the right direction with proper use of walkways and signs,\rdblquote says Hinkle.\par Churches need more recreational space than traditional commercial properties do. \ldblquote Churches are 100 percent people spaces. People are walking around every inch of a church,\rdblquote Hinkle says. \ldblquote They need space for picnics and courtyards for meditations or Bible-study meetings.\rdblquote\par Hinkle recommends that churches include such outdoor gathering spaces in a master plan drawn up for them by a landscape architect. \ldblquote You need to put together a five-year plan for landscape enhancement, looking at what areas will deterio\-rate during that time,\rdblquote Hinkle says.\par St. Thomas of Aquinas Catholic Church in Al\-pharetta, Georgia, recently used such a master plan. Situated on nineteen long, narrow acres, the church\rquote s only available additional parking space was at the back of the property. To make a long walk seem short, the architect advised creating a garden between the parking lot and the church. Trees, flowers, plants, and rocks help quiet people and put them in a mood to worship, says Mary Ellen Macke, business manager. The LVALflowers are also reminders of the liturgical season. \ldblquote We use gold, purple, and white pansies for Lent; gold and white for Easter; and special plants for Christmas,\rdblquote Macke says.\par \pard\qj\tx221\par \pard\nowidctlpar\qj\tx2534\b First Things First\par \pard\nowidctlpar\qj\tx2505\b0 There are so many ways in which to improve the curb appeal of your church that you might feel overwhelmed. Begin by concentrating on the side of your church that is most visible to passersby. Then move on to less visible areas until every side of your church welcomes people inside.\par If you want to know how your church looks to newcomers, pair up with a church in a distant but similar community. On an appointed day, visit the other church while its members visit yours. Make notes, then get together, compare your results, and work on the suggestions. These efforts could reap eternal rewards.\par \ldblquote The expenditures toward curb appeal add a dimension of beauty, and at church, beauty is part of what we celebrate,\rdblquote Alberts says. Curb ap\-peal can communicate your church\rquote s care, which in turn can stimulate people to be more actively involved.\par That\rquote s what people at St. Thomas Aquinas discovered. Minor changes on the outside of the church resulted in major changes on the inside. Macke attributes a growth in attendance and an 18 percent increase in contributions mostly to the church\rquote s new landscape setting. That\rquote s an invest\-ment that makes a good impression!\par \pard\qj\tx204\par \par \pard\nowidctlpar\qj\tx2534\b SNOW REMOVAL\par \pard\nowidctlpar\fi209\qj\tx2534\tx2743\b0\i by Jennifer Schuchmann, a freelance writer in Marietta, Georgia\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx2505\i0 Removing snow from sidewalks and walkways can make your church more safe and inviting. You need dependable evening and weekend snow-removal services to ensure that a late-night Saturday storm won\rquote t close your church on Sunday.\par \pard\nowidctlpar\fiLVAL283\qj A church member with a pickup truck and a blade might be able to clear a path to the front door, but unless the volunteer is particularly skilled, always available, and especially depend\-able, you may want to consider a professional snow-removal company. Such services vary from small private businesses to large companies that combine winter snow removal with summer exca\-vation to ensure that their people and equipment are used year-round.\par North Heights Lutheran Church in Minnesota budgets about thirty thousand dollars a year for snow removal from its two locations, though the actual cost can vary up to ten thousand dollars per year depending on the weather. The church signs a contract with a local company that will clear the parking areas for both sites as well as for the school and parsonage. Staff maintenance workers clear the sidewalks.\par The church pays only for the services used. If a few trucks and blades can scrape the parking lot, the cost is less, but when there is a lot of snow, the\par \pard\par \pard\nowidctlpar\qj\tx2505 professionals bring in front-end loaders to remove the snow from the lot and stack it in large mounds on the lawn to preserve parking spaces in the lot.\par \pard\nowidctlpar\fi198\qj\tx2534 Before the church opens, maintenance work\-ers use church-owned equipment (a walk-behind tractor with a forty-inch rotating brush) to sweep the sidewalks. This combination of professional services for the large areas and maintenance workers for the sidewalks has provided North Heights with the best combination of service and economy. Other options include using chemicals to remove the snow from sidewalks and steps. Be sure to check local ordinances before using these products, and make sure there is proper runoff so you don\rquote t inadvertently kill the grass.\par When hiring a professional, consider a seasonal contract but ask to be billed for only the hours worked or the services provided. Set up a stand\-ing order for snow removal. For example, make it a partLVAL of your contract that the company will automatically clear the lots whenever there is two inches or more of new snow. Additional requests should be made when the church wants the lot cleared for a special event, especially those at\-tended by seniors.\par Costs depend on the size of the equipment used and the amount of time it takes to clear the area. Front-end loaders cost up to twice as much per hour as a truck with a blade, but the bigger the truck, the faster it can clear the lot, Some com\-panies charge more for a Saturday night rush job than for a Monday snowstorm, which they can schedule for later in the week. Even if you have a contract, consider paying by the hour or for each removal rather than a predetermined monthly fee. That will allow you to save money in a dry year.\par \pard\nowidctlpar\fi209\li198\qj\tx2534\tx2743 Consider some other cost factors:\par \pard\qj\tx198\par \pard\nowidctlpar\fi209\li198\qj\tx2534\tx2743 Cost depends on how hard the job is. The easi\-est lots are those that allow snow to be pushed to one side.\par A good rule of thumb is approximately one dollar per parking space, so seventy-five spots cost about seventy-five dollars, and three hun\-dred spots about three hundred dollars.\par With a truck and blade, the cost of scraping a lot begins around sixty dollars an hour.\par Clearing walks costs about forty dollars an hour.\par You can save money by using volunteers, but make sure you have a backup plan. If your member\rquote s truck or blade is in the shop for\par repairs when bad weather hits, professional service companies will charge more for a last-minute rush job. You don\rquote t want members to slip on the walk to the church, and you don\rquote t want to see your time and money slip away.\par Avoid these slips by planning ahead and put\-ting a snow-removal process in place before the season starts.\par \pard\par \par \pard\nowidctlpar\fi-187\li448\tx187\b TRANSFORM YOUR PARKING LOT\par \pard\tx2874\par \pard\nowidctlpar\fi-192\li249\tx192\b0LVAL A parking lot takes up a huge percentage of church property, yet it often gets the least attention. That\rquote s sad, says landscape architect Doug Rockne of Littleton, Colorado. Even if you own a large lot with ample space for parking, you shouldn\rquote t just slap down concrete or asphalt.\par \pard\nowidctlpar\li249\tx6117 The parking lot of a church should be noticeably different from the commercial parking lots of malls or office buildings,\rdblquote says Bruce Wardell, an architect in Charlottesville, Virginia. The process of coming together to worship includes preparing yourself. Screeching into the parking lot and slamming your doors is not the way you want to come to church. We want you to slow down when you enter the property.\rdblquote\par Rockne agrees. \ldblquote You want people to feel that they are entering the church as soon as they leave the public roadway,\rdblquote he \b says. \b0 That is their first impression of the church.\rdblquote Although most parking lots are harsh environ\-ments, Rockne says that a church parking lot should encourage people to linger and chat with others.\par \pard\tx2675\par \pard\nowidctlpar\li244\tx2834\b VISUAL ENHANCEMENT\par \pard\nowidctlpar\fi-192\li249\tx192\b0 The best way to break up an endless stretch of pavement is with landscaping. Putting in islands with trees and shrubbery will soften the look of a parking lot. Many local zoning laws even require a certain amount of land\-scaping per square foot of parking space.\par \pard\nowidctlpar\fi-169\li169\ldblquote The amount of land that cars cover is so enormous that we try to break it up into smaller areas,\rdblquote Wardell says. One way to do this is to introduce wider planting strips and bigger trees between parking sections. He also recommends terracing a parking lot when space permits.\par \pard\nowidctlpar\fi-169\li169\tx192 This was done at Broadus Memorial Baptist Church in Charlottesville. \ldblquote We terraced the parking lot with a berm between each level, planted with trLVALees and shrubbery,\rdblquote Wardell says. When cars fill the parking lot, you can still see them. But when the lot is empty, you see landscaped terraces instead of pavement.\par \pard\nowidctlpar\tx2834\i\emdash Gay/a F. Poatma\par \pard\i0\par \pard\nowidctlpar\fi209\li198\sl-243\slmult0\qj\tx2534\tx2743\f1\fs16\par \pard\f0\fs28 CHAPTER 3\par LIGHTING\par \par IN THIS CHAPTER\par PLANNING LIGHTING 263\par CHURCH LIGHTING Q & A 265\par UPDATING YOUR LIGHTS 266\par TIPS ON LIGHTING 267\par MORE RESOURCES ON LIGHTING 267\par \pard\nowidctlpar\fi209\li198\sl-243\slmult0\qj\tx2534\tx2743\f1\fs16\par \par \pard\nowidctlpar\qj\tx204\b\f0\fs28 PLANNING LIGHTING\par \b0\i by Gayla R. Postma, a freelance writer living in Morrisburg, Ontario\par \pard\qj\tx204\par \pard\nowidctlpar\qj\i0 Architects, lighting consultants, and savvy church administrators put a lot of thought into a church\rquote s lighting plan. There are three layers of lighting to consider:\par \pard\qj\tx204\par \pard\nowidctlpar\fi-209\li209\qj\tx209\b\i 1.\tab House lighting. \b0\i0 House lighting includes the fix\-tures that illuminate your church\rquote s seating area.\par \pard\nowidctlpar\qj\tx2505\ldblquote Providing enough light for reading is the num\-ber one priority of house lighting,\rdblquote says Howard Sturgeon, owner of McFadden Lighting in St. Louis, Missouri. \ldblquote Church members are aging, and eyesight isn\rquote t as good. Older churches are notoriously underlit. We used to provide two watts of light per square-foot area. Now we use five.\rdblquote\par \pard\qj\tx204\par \pard\nowidctlpar\fi-192\li169\tx204\b\i Fixtures.\b0 \i0\ldblquote Pendant lighting (such as chande\-liers) is traditional,\rdblquote lighting consultant Rob\-ert Shook says. \ldblquote It makes parishioners feel more connected with the architecture. Mod\-ern churches may opt for hidden fixtures, such as lights recessed in the ceiling or behind a beam. This can make a sanctuary seem free of decoration and put the focus on LVALwhat is happening up front.\rdblquote\par \pard\nowidctlpar\fi209\qj\tx209\tx2743 The type of pendant fixtures a church will choose depends on its denomination and architecture. Traditional churches are more likely to choose fixtures that incorporate symbols into the design, whereas contem\-porary churches will probably opt for white acrylic cylinders with minimal trim. \par \pard\nowidctlpar\li357\qj\tx2505\b\i Lamps. \b0\i0 There are three types of lamps that a church can use. For appearance (tone), incandescent lighting is ideal. Incandescent bulbs are also the least expensive, but they have a relatively short life.\par \pard\nowidctlpar\fi238\qj\tx357\tx2534 Initial costs are higher for fluorescent lamps than for incandescent bulbs, but the efficiency and output of fluorescent lamps is much greater. \lquote These lamps have a longer life, in the area of ten thousand hours as com\-pared to two thousand hours for incandes\-cent bulbs,\rdblquote says Charles Scroggins, senior engineer at Manning Lighting in Sheboygan, Wisconsin. Fluorescent lighting ranges in tone from warm to cool. If your church is in the southern United States, you will want to choose a cooler color, with care for the effect on the color of the walls and carpet. In other areas, warmer tones are a better choice.\par Metal halide lamps are also an option. This high-intensity lighting provides more light, but the initial cost of the fixtures is high and the lamps are costly. \par \b\i Setting the mood. \b0\i0 House lighting can be used in many ways to set the mood during a church service. A simple suggestion is to dim the house lights during the sermon to focus everyone\rquote s attention on the pulpit area, then bring the light levels back up when the congregation is singing or reading.\par Some churches have preset lighting cues that change as many as ten or twelve times during a service. There may be different lighting levels for Communion, the offering, and the sermon, for example.\par \pard\tx357\tx595\par \pard\nowidctLVALlpar\fi-192\li187\tx187\i 2.\tab\b Stage lighting. \b0\i0\ldblquote You need sufficient reading light for the service leaders,\rdblquote says Shook. \ldblquote You also need enough front lighting so that parishion\-ers can see the leaders. Lighting must be at the correct angle, or it will bother the worship leader.\rdblquote\par \pard\nowidctlpar\qj\tx204 Although many traditional churches omit stage lighting, churches with a TV broadcast ministry or frequent use of drama, major stage productions, concerts, or a praise band as part of the worship service should consider this spe\-cialized form of lighting.\par \pard\tx187\par \pard\nowidctlpar\li187\qj\tx204\b\i Lighting types. \b0\i0 There are four types of stage or theatrical lighting:\par \pard\nowidctlpar\fi-209\li152\qj\tx187 Parabolic aluminized reflector (PAR) lighting focuses a light beam of a certain size on a certain spot. These lights usually range from PAR 38 to PAR 64. The larger the PAR number, the greater the diameter of the bulb. This type of lighting shines a certain number of feet away, and when it reaches that point, it lights up the area to a minimum number of foot-candles.\par Fresnell lighting functions much like PAR lighting, but a Fresnell fixture has a special\-ized convex lens. The main advantages of Fresnell lighting over PAR lighting are that Fresnell fixtures weigh less and retain less heat. They are a good option in heat-sensi\-tive areas.\par Ellipsoidals are stationary fixtures. They offer multiple features, including focusing and shuttering. They are operated by a nor\-mal console and dimmer.\par A fourth type of stage lighting, called intelligent or moving lighting, is remote con\-trolled and can direct light to different parts of the stage, internally change color, dim or brighten, change patterns, and even pro\-duce a moveable gobo\emdash a projecting window that superimposes an image such as a cross or a sunrise on a surface.\par \pard\nowidctlpar\li198\tx198\b\i Color is everything. \b0\i0 No matter what LVALtype of lighting you use, color sets the tone. Amber can simulate daylight, whereas deep blue depicts nighttime. Green makes faces look ghastly and is best avoided.\par \pard\nowidctlpar\tx198 If a church videotapes its services, insuffi\-cient stage lighting will make faces look pale and washed out. In such situations, PAR 64 lights should be increased to one thousand watts and fitted with a peach-colored gel.\par \pard\qj\tx289\par \pard\nowidctlpar\fi-209\li152\qj\tx187\par \pard\nowidctlpar\fi-187\li192\tx187\b\i 3. Accent lighting. \b0\i0 Accent light fixtures may be mounted on top of pendant chandeliers, in wall brackets, on ceiling beams, or in alcoves. These lights are used to illuminate visual expressions of the beliefs of the church, such as a crucifix, or to highlight architectural accents. Accent lighting can also lead parishioners\rquote eyes to what\-ever is most important during different parts of the service, such as the Communion table or baptismal font.\par \pard\qj\tx192\par \pard\nowidctlpar\qj\tx204\b Decision Time\par \pard\nowidctlpar\fi-198\li180\qj\b0 When choosing lighting, Doug Bennett, church specialist for Theatrical Lighting Systems in Huntsville, Alabama, recommends that churches first honestly evaluate the kind of technical com\-mitment they want to make.\par \pard\nowidctlpar\fi289\qj\tx289\ldblquote More sophisticated lighting requires more expertise to operate and maintain,\rdblquote Bennett says. Too many churches get in over their heads.\rdblquote Ben\-nett says that most congregations have laypeople who are capable of operating sophisticated sys\-tems, but they need training. \lquote Today\rquote s consoles can\rquote t be operated intuitively,\rdblquote he says.\par \pard\qj\tx289\par \par \pard\nowidctlpar\qj\tx204\b CHURCH LIGHTING Q & A\par \b0\i An interview with Cleve Pendleton, owner of Pendcor Inc., a church consulting firm\par \pard\qj\tx204\par \pard\nowidctlpar\qj\tx204\b Our\b0 \b church just completed a new addition. should we try tLVALo match new fixtures\b0 \b to the original fixtures\b0 \b or replace everything?\par \pard\nowidctlpar\fi-18\qj\b0\i0 Many churches discover that they can find some\-thing close to the original, even if it doesn\rquote t match exactly. Some lighting manufacturers do this type of custom work (see {\field{\*\fldinst{HYPERLINK "www.craftmetal.com"}}{\fldrslt{\ul\cf1 www.craftmetal.com}}}\f0\fs28 , {\field{\*\fldinst{HYPERLINK "www.lightcrafters.com"}}{\fldrslt{\ul\cf1 www.lightcrafters.com}}}\f0\fs28 , and {\field{\*\fldinst{HYPERLINK "www.manningltg.com"}}{\fldrslt{\ul\cf1 www.manningltg.com}}}\f0\fs28 ).\par \pard\nowidctlpar\qj Matching fixtures can be expensive, however, especially if only a few fixtures are needed. You may want to identify the original manufacturer; it may still be in business and be able to offer you something similar.\par \pard\nowidctlpar\fi289\qj\tx289 The other option is not to worry about match\-ing the existing fixtures. Instead, choose some\-thing that is inconspicuous or generic. This is usually the least expensive option. There are now Web sites that allow churches to easily mix and match components to design functional and attrac\-tive light fixtures.\par \pard\qj\tx289\par \pard\nowidctlpar\qj\tx204\b\i We have heard that some types of lighting may distort the colors of fabrics. Do you have recom\-mendations for maximum illumination while en\-suring that our pews and rugs appear the same color with the lights on as they do in daylight?\par \pard\nowidctlpar\fi-198\li180\qj\b0\i0 Incandescent lighting continues to be popular be\-cause it most closely resembles natural sunlight in color temperature and renders colors more ac\-curately. The color of carpeting, pew coverings, or people\rquote s clothing appears more natural under incandescent lighting.\par \pard\nowidctlpar\fi289\qj\tx289 Metal halide provides the most efficient illu\-mination, but it can distort the color of fabrics. Fluorescent and quartz lighting offer better color rendering than metal halide butLVAL are still not as good as incandescent.\par Noise is also a factor in church lighting. Incan\-descent and quartz fixtures are silent, whereas the ballast of fluorescent and metal halide fixtures pro\-duces a hum.\par \pard\qj\tx289\par \pard\nowidctlpar\qj\tx204\b\i Our church parking lot is not well lighted. What kind of lighting can we install that will help peo\-ple feel safer as they go to their cars at night?\par \pard\nowidctlpar\fi-198\li180\qj\tx198\b0\i0 Parking lots can be lit by high-pressure sodium, which gives off a yellowish light, or metal halide, which gives off a white light. Many people prefer white light because it appears brighter, but sodium actually provides more illumination per wattage.\par \pard\nowidctlpar\fi289\qj\tx289 The Illumination Engineers Society recom\-mends that fixtures in parking lots should equal one foot-candle of light. This doesn\rquote t sound like much light, but it is considered adequate for most situations, including church parking lots.\par For most churches, sodium or quartz fixtures with slightly higher wattages should do the job.\par \par \pard\nowidctlpar\tx2834 If parking lots are not extremely large, lights can be attached to the church building on wall packs. For large parking lots, light poles are required. The height of the poles depends on the size of the lot and the area to be covered. If vandalism is a problem, the fixtures may need protective covers.\par \pard\nowidctlpar\fi260\tx204\tx2834 Some larger commercial complexes, such as fast-food restaurants and department stores, use banks of pole-mounted metal halide fixtures that emit a very bright white light. Large churches can do the same.\par \pard\nowidctlpar\fi260\li2473\tx204\tx2834\par \pard\nowidctlpar\fi260\tx6117\b\i Like most churches, we\rquote re trying to keep ex\-penses down. Should we keep security lights on inside and outside the church all the time?\par \pard\nowidctlpar\tx187\b0\i0 Whether to keep some security lighting on or off is a matter of preference and loLVALcation. Inside and out, lighting with heat or motion sensors can be an effective security measure.\par \pard\nowidctlpar\tx260\tx2834\par \pard\nowidctlpar\fi260\li169\tx204 Some lighting is mandatory in public buildings. For example, exit lights in any public place, includ\-ing churches, must be on twenty-four hours a day. Battery-backed emergency lighting is required to cover all avenues to exits, such as hallways and stairways, and fire stairs must be illuminated at all times.\par Tip: Most exit lights now use LED technology, which converts applied voltage to light and is used in digital displays. LED lasts a long time and cuts down on maintenance time and costs while provid\-ing effective protection.\par \par \pard\nowidctlpar\fi260\qj\tx204\tx260\b\i Our church is upgrading its landscaping. \b0 What \b kind of lighting would improve the exterior ap\-pearance of our church?\par \par \pard\nowidctlpar\fi-198\li180\qj\tx198\b0\i0 Low-voltage accent lighting is one way to play up your landscaping and highlight the exterior fea\-tures of your church. Without calling attention to itself, this lighting can show off trees, large plants, shrubs, fountains, walls, doorways, structures, pathways, and signs.\par \pard\nowidctlpar\fi-187\li175\tx187 Accent lights come in various styles, shapes, and wattage. PAR flood lamps are very popular for exterior lighting. Accent lamps can be positioned at ground level with built-in spike fasteners, or they can be pole mounted for different effects.\par \pard\nowidctlpar\fi289\qj\tx289\par \pard\nowidctlpar\li544\qj\tx2505\b UP DATING YOUR LIGHTS\par \pard\nowidctlpar\li363\qj\tx2534\b0 An older facility that needs a lighting update is often best served by a lighting engineer or contractor. There are a few steps you can take on your own or to prepare for working with a consultant:\par \pard\nowidctlpar\fi209\qj\b\i 1.\tab Do a lighting audit\b0 . \i0 Check the performance levels of your lighting. If you need to increase efficiency, see if that can be done byLVAL plugging new types of lamps into your present system. However, don\rquote t determine efficiency just by the size of your power bill; consider also what kind of atmosphere you want to create in your facility at various times. Consider how much maintenance is required with the present system as compared with a new one.\par \pard\nowidctlpar\fi-198\li180\qj\tx198 One congregation found that if it changed its fixtures it would need to buy taller ladders for changing lamps. The time involved in that duty also increased. The church concluded that the savings in energy consumption did not outweigh the extra costs in labor and safety. It had to come up with another plan.\par \pard\nowidctlpar\fi209\qj\i 2.\tab\b Try something new.\b0 \i0 Many churches are breaking out of traditional lighting patterns, passing up cylindrical direct lighting in favor of more decorative indirect lighting. \ldblquote The feeling from architects is that we need more aesthetics rather than so many foot-candles going out over the pews,\rdblquote says Liz Manning of Manning Church Lighting in Sheboygan, Wisconsin.\par \pard\nowidctlpar\fi-198\li180\qj\tx198 Keith Enos of Cammen Lighting in Derry, Pennsylvania, agrees. \ldblquote Churches are getting away from the tradi\-tional sanctuary look, and that includes the lighting,\rdblquote he says. \ldblquote They\rquote re going more to an auditorium look.\rdblquote\par \pard\nowidctlpar\fi209\qj\b\i 3.\tab Phase in the plan.\b0 \i0 Don\rquote t try to do everything at once unless you are totally remodeling your facility. Phase in lighting changes, and evaluate their effectiveness as you go. You may find that a system doesn\rquote t work as well in one area as in another, despite what the audit told you.\par \pard\nowidctlpar\fi-198\li180\qj\tx198 Church lighting is not as simple as it once was. The technology is changing so rapidly that keeping up with new energy-saving products is a real challenge. The National Energy Policy Act, passed by Congress in 1992 to reduce national LVALenergy consumption, says that certain types of lighting will no longer be manufactured after certain dates. So before you trade in your old lighting fixtures and lamps for new ones, check with your lighting manufacturer or distributor.\par \pard\nowidctlpar\fi289\qj\tx289 Richard Shaw\par \par \pard\nowidctlpar\fi-192\li169\tx192\b TIPS ON LIGHTING\par \pard\nowidctlpar\b0\i by Frank Orr, an architect and retired/former vice president of Hart Freeland Roberts Inc.\par \pard\qj\tx204\par \pard\nowidctlpar\fi-198\li180\qj\tx198\i0 Lighting varies according to function and location in a church. Here are some suggestions for light\-ing various parts of the sanctuary:\par \pard\nowidctlpar\tx2834\par \b The Pulpit Area\par \pard\nowidctlpar\qj\tx198\b0 Focus lighting should be commanding but not so intense that it\rquote s difficult for the preacher to see the congregation.\par \pard\nowidctlpar\fi-187\li175\tx187 The sermon is a long time for people to concen\-trate on one spot. If too much light is cast upon the pulpit area and the lighting contrast is too great, people will experience eyestrain over time. Light other areas for eyes to turn to when they need belief.\par \pard\nowidctlpar\tx2834\par \b The Seating Area\par \pard\nowidctlpar\qj\tx198\b0 Overhead light fixtures that are too bright or too close to the horizontal plane of the viewer\rquote s line of sight can cause the iris of the eye to close up, mak\-ing it difficult to see in normally lit areas. People will walk out of the sanctuary feeling uncomfort\-able and disoriented as their eyes adjust.\par \par \pard\nowidctlpar\fi-187\li175\tx187 The light level for comfortable reading in the pews is a minimum of about fifteen foot-candles. Lighting levels are dramatically affected by colors in the room, so consult a lighting engineer for a more precise calculation.\par The minimum angle for overhead illumination is forty-five degrees above the horizontal, mean\-ing that you would have to look up at least forty-five degrees to lookLVAL into the light.\par \pard\qj\tx255\par \pard\nowidctlpar\tx2834\b Indirect Lighting\par \pard\nowidctlpar\fi-198\li180\qj\tx198\b0 Indirect lighting is frequently used in churches; it is achieved by causing light to reflect off the ceiling or walls.\par \pard\nowidctlpar\fi-187\li175\tx187 Indirect lighting can be located in a continu\-ous cove along a wall, come from the up-light of a suspended fixture, or shine from a wall-mounted sconce.\par Cove and sconce lighting help to define the form of a room and give people a sense of ease because they better understand the space they\rquote re in.\par If properly designed, indirect lighting can help create the ambiance and feeling of well-being and comfort.\par \pard\qj\tx255\par \pard\nowidctlpar\tx2834\b Chandeliers\par \pard\nowidctlpar\fi-198\li180\qj\tx198\b0 Avoid fixtures in which the source of the light is visible. Bare bulbs tend to induce iris-narrowing, which makes it difficult to see.\par \pard\nowidctlpar\fi-187\li175\tx187 In many\emdash if not most\emdash installations, a chande\-lier should provide both up-light and down-light. To help prevent a claustrophobic feeling, light the ceiling and upper walls.\par \pard\nowidctlpar\qj\tx2505 When choosing chandeliers primarily for ap\-pearance or architectural integrity, you may need to install other fixtures to provide additional lighting.\par \pard\tx232\par \pard\nowidctlpar\qj\tx2534\b Changing Bulbs\par \pard\nowidctlpar\fi209\qj\tx2534\tx2743\b0 If fixtures are too high for bulbs to be changed by your maintenance personnel on stepladders, consider these options:\par Hire a service company to replace the bulbs in all fixtures at regular intervals.\par Use longer-life bulbs where practical. Install motor-operated, remote lowering de\-vices on the fixtures.\par When designing a building, provide catwalks and access in the attic to allow relamping from above.\par \pard\nowidctlpar\fi-187\li175\tx187\par \pard\nowidctlpar\b MORE RESOURCES ON LIGHTING\par \pard\nowidctlpar\fi-LVAL187\li175\tx187\b0\par \pard\nowidctlpar\tx204\i The Church Tech Handbook: A Resource Guide for Audio, Video, and Lighting \i0 by Anthony D. Coppedge (CMP, 2005)\par \pard\tx204\par \pard\nowidctlpar\tx204\i Church Production Magazine \i0 ({\field{\*\fldinst{HYPERLINK "www.churchproduction"}}{\fldrslt{\ul\cf1 www.churchproduction}}}\f0\fs28 .com)\par \pard\tx204\par \pard\nowidctlpar\qj\tx204\i your Church \i0 magazine ({\field{\*\fldinst{HYPERLINK "www.christianitytoday.com/cbg"}}{\fldrslt{\ul\cf1 www.christianitytoday.com/cbg}}}\f0\fs28 )\par \f2\fs18\par \par \par \pard\nowidctlpar\fi-187\li175\tx187\f0\fs28 CHAPTER 4\par SOUND SYSTEMS\par \par IN THIS CHAPTER\par SEVEN STEPS TO GREAT SOUND 269\par OPERATING THE SOUND BOARD 271\par SOLUTIONS TO SOUND PROBLEMS 271\par FOR PEOPLE WHO CAN\rquote T HEAR 272\par MORE RESOURCES ON SOUND 273\par \pard\nowidctlpar\qj\tx204\fs18\par \par \pard\nowidctlpar\fi209\qj\tx2534\b\fs28 SEVEN STEPS TO GREAT SOUND\par \pard\nowidctlpar\fi-198\qj\tx198\b0\i by Gary Zandstra, head of A/V systems\par development for the Parkway Group of Holland, Michigan\par \pard\qj\par \pard\nowidctlpar\fi-187\tx187\i0 Producing great sound in a worship service can seem as elusive as finding a soloist who always sings on key. It need not be. Here are some tips on how to get the best sound.\par \pard\qj\tx2783\par \pard\nowidctlpar\fi-192\li169\tx192\b\i 1.\tab Understand the basics. \b0\i0 The key components of sound\emdash processors, amplifiers, and speakers\emdash should be professionally designed and installed in a church, then left alone. You should make adjustments to the mixing board. Learning to use the mixing board and to position micro\-phones appropriately will solve most of your sound problems.\par \pard\nowidctlpar 2.\tab\b\i Build a sound team. \b0\i0 Before looking for team members, pray that God will provide the right people. Then develop a plan to attract workers. Decide what kind of people you need, then re\-cruit them.\par \pard\nowidctLVALlpar\tx2834\tx3231 Provide training. To be truly effective, team members must grow together on the job in knowledge, experience, spirit, and emotion. Make sure that you provide spiritual, emotional, relational, and technical nurture for sound-team members.\par Every week, I spent about thirty minutes in prayer and devotions with my sound crew before our hour-plus sessions in sound training. That time helped unite us and focus our work. It\rquote s also important to keep the team informed of what\rquote s happening in the sound industry (see \ldblquote More Resources on Sound\rdblquote at the end this chapter, on page \i 273).\i0\par \pard\nowidctlpar\qj\tx221\tx2505 Finally, to encourage ownership and 100 per\-cent participation, every sound-crew member should be encouraged to make suggestions about the church\rquote s sound system. I took the crew\rquote s suggestions on equipment purchases seriously. Thank the team\emdash saying thanks is powerful, and showing thanks is even better.\par \pard\nowidctlpar\li221\qj\b\i 3.\tab Aim for consistency. \b0\i0 Getting the sound right is especially difficult when different volunteers are involved. To raise the percentage of suc\-cess, standardize the layout of your mixing con\-sole, label it, and get everyone to conform to it. The advantage of such a layout is that when something goes wrong or there\rquote s feedback, you know instinctively how to fix it.\par \pard\nowidctlpar\qj\tx221\tx2505 Aim for consistency with equipment storage, too. Organize cables, stands, and mikes so that even with last-minute changes, such as having to work with live singers instead of four, you can easily secure the proper equipment to keel) a rehearsal moving.\par \pard\nowidctlpar\li221\qj 4.\tab\b\i Prepare thoroughly. \b0\i0 I was a consultant to a church that supposedly had sound-system problems, only to discover that the real prob\-lem was poor preparation. The sound team showed up at 8:00 a.m. to set up for a \i 9:30 \i0 a.m. service in a temporary facility. By 9:00 LVALam., the sound system was set up and musicians began arriving for a last-minute rehearsal. The service started seven minutes late. That\rquote s bad enough, but what\rquote s worse is that there had been no time for sound checks and input testing. The ser\-vice proceeded with hums, cracks, pops, and a lousy sound mix. Ninety minutes later, the sound crew was exhausted, the musicians dis\-gusted, and the pastor fed up.\par \pard\nowidctlpar\qj\tx221\tx2505 Preparation would have alleviated most of the problems. Preparation includes sending information to your team well in advance, do\-ing sound checks with musicians prior to the service, and testing all microphones. The key is to show Up\b \b0 early, anticipate the unexpected, and be prepared.\par \pard\nowidctlpar\fi209\li215\qj\tx215\b\i 5.\tab Provide technical training. \b0\i0 Find a sound expert you respect, and hire that person to conic in two to four times a year to train your crew. Link up with other churches to sponsor a regional conference On\b \b0 sound, led by professional sound consultants. Send for brochures and guides or reprint articles on sound from magazines. Many sound companies provide free guides.\par 6.\tab\b\i Encourage relationships. \b0\i0 All too often there\rquote s friction between sound technicians and per\-forming artists. That could he eased organi\-zationally by including sound technicians in the church\rquote s music ministry. The lead person of the technical team should report directly to the worship leader\emdash and to no one else. These leaders should work things out, striving for communication and harmony between the two components of their united ministry.\par \pard\nowidctlpar\qj\tx221\tx2505 I have discovered that when technical people are given the opportunity to explain a problem, performers are very cooperative. I also know how important a good relationship can be be\-tween a technician and an artist.\par I spent four years working with Jack Lynn, a worship leader. We had such rapport that we could comLVALmunicate from sound booth to platform via hand signals. When Lynn put two hands on the mike, I knew I had to put more piano level in the monitor. Two hands with a raised index finger meant he wanted more voice. Sometimes Lynn\rquote s body language was enough of a cue. I could tell when he was uptight be\-cause the piano player started too loud or in the wrong key. I\rquote d do what I could to correct things, but when that wasn\rquote t possible, I\rquote d simply pray for Lynn and communicate my confidence in his ability to handle the situation.\par \pard\nowidctlpar\li221\qj\b 7.\tab\i Serve\b0 \b others first. \b0\i0 Here are some ways that sound people can enhance their ministry by serving others:\par \pard\qj\tx221\par \pard\nowidctlpar\fi-198\li436\qj\tx198 Arrive early enough to set up the sound equipment and allow time to pray with speakers and singers before a service.\par \pard\nowidctlpar\qj\tx204\par \pard\nowidctlpar\qj Provide little extras for platform partici\-pants, such as a glass of fresh, cold water. Take the pastor and/or worship leader out to lunch in appreciation for their service. Explain to singers or speakers what you\rquote re doing to adjust their sound and why. For ex\-ample, tell them that you\rquote re moving a moni\-tor two feet so it isn\rquote t in the pickup area of the microphone, thus giving a purer sound with less risk of feedback.\par \pard\tx357\par \par \pard\nowidctlpar\fi209\qj\tx2743\b OPERATING THE SOUND BOARD\par \pard\nowidctlpar\fi-198\li180\qj\tx198\b0\i by Bruce Bartlett, microphone engineer for Crown\par \pard\nowidctlpar\fi-198\li1241\qj\tx198 International\par \pard\tx204\par \pard\nowidctlpar\qj\tx2505\i0 Before learning how to work on the church sound board, familiarize yourself with the following parts:\par \pard\tx204\par \pard\nowidctlpar\fi-187\li175\tx187\b\i Mixer.\b0 \i0 This electronic device controls the volume of each microphone and sends their signals into one composite signal. A mixing console is a large, elaborate mixLVALer.\par M\b\i odule. \b0\i0 This group of mixer controls in a verti\-cal strip affects a single microphone. \par \b\i Input section. \b0\i0 This part of the mixer receives signals.\par \pard\nowidctlpar\qj\tx2505\b\i Output section. \b0\i0 This part of the mixer sends ~ combined signal to an amplifier.\par \pard\nowidctlpar\fi-192\li169\tx192\b\i Trim (also called gain or input attenuator).\par \pard\nowidctlpar\qj\tx2505\b0\i0 A knob or control is used to turn sound up or down to prevent distortion (a gritty sound caused by the microphone signal being too strong when it comes into the mixer). \par \b\i clip\b0 \b or peak light. \b0\i0 A light on the input module flashes when the incoming signal is too strong and is thus causing distortion.\par \b\i Fader.\b0 \i0 A sliding volume control for each micro\-phone that is plugged into its module (though some mixers have rotary volume controls called pots).\par \b\i Master\b0 \b faders. \b0\i0 Faders on the output section of the mixer control the overall volume of all the microphones. Note: Some mixers also have group or submaster faders, each of which con\-trols a group of microphones\emdash say, for a choir.\par \pard\nowidctlpar\tx2834\b Setting It Up\par \b0 Zero or neutralize the mixing console by set\-ting all controls to off, flat, or zero. Set your power-amplifier volume controls about halfway up and turn on your equipment, leaving the power amplifiers for last to avoid mixer turn-on thumps.\par Set the master faders (and submaster faders, if any) to design center (the shaded area about a third down from the highest fader setting). This minimizes mixer noise and distortion.\par \pard\tx204\par \pard\nowidctlpar\tx2834\b Adjusting the Mix\par \pard\tx204\par \pard\nowidctlpar\tx2834\b0 For the best clarity, turn down the micro\-phones that are not in use.\par Find the best fader settings for each sound source during a sound check. Do this by hav\-ing the minister or musician speak (or play) as loudly as he or she will during the seLVALrvice. If the clip light for the mike flashes, there\rquote s distortion. Turn down the trim control to just where the clip light goes out. That\rquote s the opti\-mum setting.\par Mark the settings with a grease pencil or tape. You can adjust the faders around these marks as needed during the service.\par You may want to mark the feedback point on each fader and take care not to exceed it.\par \pard\tx204\par \par \pard\nowidctlpar\fi209\qj\tx2743\b SOLUTIONS TO SOUND PROBLEMS\par \pard\nowidctlpar\fi-198\li180\qj\tx198\b0\i by Tony Price, director of North American operations for a major speaker manufacturer\par \pard\tx204\par \pard\nowidctlpar\qj\tx2505\i0 Here are some of the most common sound prob\-lems that trouble churches and what can be done about them:\par \pard\nowidctlpar\qj\tx204\par \pard\nowidctlpar\fi226\qj\b\i\f1\fs16 .\tab\f0\fs28 Echo, \b0\i0 or excessive reverberation, can result from poor architectural design in a church build\-ing or from timing variations between speakers. Timing problems occur when speakers face each other from different sides of a room. If a church has a long, narrow sanctuary and puts a speaker on the back wall, that speaker should have a slight sound delay. Otherwise, the sound waves from the front speaker will arrive at the back of the sanctu\-ary after the rear speaker releases its waves. It\rquote s easier to place all of the speakers at the front of a room and adjust their volume and position to reach the back row.\par \pard\nowidctlpar\fi226\qj\tx2505 Some buildings have flat, reflective surfaces that make sound waves act like bumper cars. This problem can be remedied by hanging fabric pan\-els, banners, or baffles on the walls or from the ceiling.\par \pard\nowidctlpar\fi226\qj\b\i 2.\tab Feedback \b0\i0 occurs when amplified sound from a speaker or monitor circulates through a microphone and is amplified again, giving off\par \pard\nowidctlpar\qj\tx2534 an obnoxious squeal. If a singer points a micro\-phone directly into a monitor or if LVALthere isn\rquote t suf\-ficient distance between the microphone and the monitor, feedback is inevitable. Possible solutions include placing all microphones behind the loud\-speakers, adjusting the faders down, turning down the faders on unused microphones, or investing in a feedback controller that eliminates feedback by constantly shifting audio frequency.\par \pard\nowidctlpar\fi226\qj\b\i 3.\tab Muddy sound \b0\i0 often results from monitor wash. If the worship leader\rquote s monitor is turned up too loud or includes too varied a mix, the sound will bounce off the back wall and collide with other sounds on the way to the congregation. The solu\-tion could be as simple as adjusting the volume of the monitor. If a worship team is large enough, it might need multiple monitors. Monitor mixing requires a lot of practice.\par 4.\tab\b\i Hot or dead spots \b0\i0 are places in a room where sound energy is densely concentrated or where there is no sound. Both are usually caused by misplaced speakers. Speakers should almost always be placed by a professional or someone who un\-derstands room acoustics.\par \pard\nowidctlpar\fi243\qj\b\i 5.\tab Noise \b0\i0 from cars, trains, or sirens can be in\-trusive if a church isn\rquote t well insulated. Air ducts sometimes transport unwanted mechanical noise throughout a building. Noise problems can be averted most effectively when a church is being built, but there are ways to filter it out in existing buildings, such as creating quiet envelopes around mechanical systems and rooms.\par 6.\tab\b\i Microphone miscues\b0 \i0 often come from using the wrong type of mike. High-impedance microphones produce noise (crackling, thuds) when moved or bumped. Mikes with lower impedance\emdash some\-where between three hundred and six hundred ohms\emdash are better for churches. Soprano vocalists often have high-frequency response in their voices and do not want a microphone with built-in boosts in the upper register. Male vocalists can use most microphones, but they\rquoteLVAL ll do better with a boost in high-frequency response. For a good all-purpose microphone, consider a dynamic cardioid.\par \pard\nowidctlpar\fi260\qj\tx198\b\i 7.\tab Worship leaders and preachers that vary in \b0 volume \i0 often make adjusting sound levels chal\-lenging. Their singing or speech is too soft one mo\-ment and booming the next. That invites unwanted feedback. Inexperienced sound board operators struggle with differing volume levels coming from different microphones. Fortunately, microphone mixers are now available that automatically adjust sound levels to cut down on feedback and micro\-phone interference. A compressor/leveler is a device that constantly monitors signal levels and adjusts volume (the compressor controls short-term variation while the leveler slowly adjusts the level based on the long-term average sound level). There are also automatic preprocessors that can work in tandem with your current console to au\-tomatically mix speech microphones while you manually mix the music.\par \b\i 8.\tab Interference in wireless microphones \b0\i0 is typically caused by a weak signal on the same frequency as the wireless system when the trans\-mitter is turned off. Leaving the transmitter on with the mute switch engaged solves this prob\-lem (though it does wear down batteries). Some wireless systems use a pilot tone or a digital-coded pilot system that allows the receiver to ignore any signals unless it receives the pilot cue from the transmitter. Pilot-tone systems can pick up interference from other nearby systems, so the digital-coded pilot system gives the best combi\-nation of extended battery life and freedom from interference.\par \pard\nowidctlpar\fi-198\li1241\qj\tx198\par \pard\nowidctlpar\fi-169\li169\tx192\b\i 9.\tab Dropout on wireless microphones \b0\i0 happens because insufficient transmitter signal power reaches the receiver. One cause is poor place\-ment of the receiver antenna. If the sound system equipment and its antenna are placed in a closet or a closed metal LVALrack, little of the signal will get to the receiver. If you can\rquote t move the receiver, try a kit (available from many manufacturers) to allow the antenna to be mounted in a remote location.\par \pard\nowidctlpar\fi260\qj\tx198\par \pard\nowidctlpar\qj\tx2505 A second cause of dropouts is multipath interference, such as what happens to your car radio when you are near power lines. One solu\-tion to this problem is a diversity receiver. This receiver uses two antennas spaced apart in such a way that if one antenna experiences a signal dropout, \par \pard\nowidctlpar\qj\tx2534 the other antenna will accept the signal.\par \pard\nowidctlpar\fi260\li1241\qj\tx198\par \pard\nowidctlpar\fi209\li204\qj\tx2534\tx2743\b FOR PEOPLE WHO CAN\rquote T HEAR\par \pard\tx204\par \pard\nowidctlpar\fi-198\li180\qj\tx204\b0 No matter how good your sound system is, people with hearing impairments will probably still have difficulty hearing the service.\par \pard\nowidctlpar\fi-187\tx187 Some churches use installed induction loops or high-tech infrared transmitters, but the most versatile assisted listening system (ALS) relies on the same technology as an FM radio. With an FM system, your pastor broadcasts his voice either through a public-address system or through a battery-powered wireless micro\-phone.\par A transmitter about the size of a tape deck converts sound signals to an electronic pulse, which is then beamed to the congregation. People who use hearing aids can use a receiver, a small loop of wire that con\-veys the signal electromagnetically to the listener\rquote s hearing aid. People who do not wear hearing aids can use various kinds of earphones to tune in to the FM sound. With an FM system, listeners can have a personalized broadcast of a worship service at a volume they can control without affecting their neighbors. People can rent or buy these receivers or simply pick them up from a basket at the back of the sanctuary as they enter for worship.\par The FM system is portable. A wireless micr`LVALpophone, a transmitter, and receivers can be set up in a fel\-lowship hall, Sunday-school room, sanctuary, or even outdoors. The range of an FM system is typically three hundred to five hundred feet.\par \pard\nowidctlpar\tx204 Stephen P. Chawaga\par \pard\nowidctlpar\fi260\li1241\qj\tx198\par \pard\nowidctlpar\fi-187\li175\tx187\b MORE RESOURCES ON SOUND\par \pard\nowidctlpar\fi-209\li152\qj\tx187\b0\par \pard\nowidctlpar\fi-192\tx192\tx260\tx481\i Church Sound Systems \i0 by Lonnie Park (Hal Leonard, 2001)\par \pard\nowidctlpar\tx204\par \pard\nowidctlpar\fi-192\li227\tx192\i Guide to Sound Systems for Worship \i0 by Jon F. Eiche, editor (Hal Leonard, 1990) \i Sound Reinforcement Handbook \i0 by Gary Davis and Ralph Jones (Hal Leonard, 1990) \i ~~11x \i0 magazine, {\field{\*\fldinst{HYPERLINK "www.mixonline.com"}}{\fldrslt{\ul\cf1 www.mixonline.com}}}\f0\fs28\par \pard\tx226\par \pard\nowidctlpar\li227\tx6117\super\i T\nosupersub echnologies for Worship Magazine, \i0{\field{\*\fldinst{HYPERLINK "www.tfwm.com"}}{\fldrslt{\ul\cf1 www.tfwm.com}}}\f0\fs28 \i presentations \i0 magazine, www. presentations.com \i your Church \i0 magazine, {\field{\*\fldinst{HYPERLINK "www.christianitytoday.com/cbg"}}{\fldrslt{\ul\cf1 www.christianitytoday.com/cbg}}}\f0\fs28\par \pard\nowidctlpar\tx204\par \par \pard\cf2\f3\fs29\par } LVALu^5{\rtf1\ansi\deff0{\fonttbl{\f0\froman\fprq2\fcharset0 Georgia;}{\f1\froman\fprq2\fcharset0 Times New Roman;}{\f2\fnil\fcharset0 Georgia;}} {\colortbl ;\red0\green0\blue255;\red0\green0\blue0;} {\*\generator Riched20 5.40.11.2210;}\viewkind4\uc1\pard\nowidctlpar\fi260\qj\tx198\lang1033\f0\fs28 CHAPTER 5\par SECURITY\par \par IN THIS CHAPTER\par A SAFE AND SECURE CHURCH 275\par SELECTING A SECURITY SYSTEM 276\par PROTECTING AGAINST VANDALISM 277\par CHOOSING A FIRE-DETECTION SYSTEM 277\par WHERE CHURCH FIRES START 278\par MORE RESOURCES ON CHURCH SAFETY 279\par \pard\nowidctlpar\tx204\par \pard\nowidctlpar\tx476 A SAFE AND SECURE CHURCH\b\par \pard\nowidctlpar\fi-198\li180\qj\tx198\b0\i by Richard Shaw, publisher of the \i0 Sun-Advocate \i in Price, Utah\par \pard\li180\qj\tx2760\par \pard\nowidctlpar\fi-187\li180\tx187\i0 According to the National Fire Agency, about 1,330 fires are reported annually in places of wor\-ship, with over a quarter of those due to arson. Church facilities have been increasingly burglar\-ized and vandalized. Such dangers compel church leadership to look at effective measures such as the following to provide security for church prop\-erty and guests:\par \pard\nowidctlpar\fi-192\li169\tx192\b\i Lock and key control. \b0\i0 Most churches distribute many keys to the building and place them in the hands of many people at any given time. Often, no one person knows who has keys. This situation can be addressed on two levels.\par First, establish a policy on giving out keys to the church facility. Include guidelines about who should be allowed to permanently have keys and who should be given keys only temporarily. Keep a log of everyone who has keys and update the log regularly.\par Second, maintain physical control of the keys. Install a locked key cabinet for extra keys. You can purchase a key safe or cabinet, but even a locked filing cabinet drawer is better than nothing.\par \pard\nowidctlpar\qj\tx2505\b\i Perimeter control. \b0\i0 Schedule and display the tiLVALmes when outside church doors should be open, and show which doors should always remainlocked. Even on busy days, you don\rquote t necessar\-ily need to unlock every outside door. Open the minimum number of doors needed.\par \pard\nowidctlpar\fi209\qj\tx2743 Perimeter control also includes oversight of the church grounds. Repair and maintain fences that route traffic through church property. Keep bushes around buildings trimmed back, or con\-sider removing them completely. That will reduce hiding places for intruders or arsonists.\par \pard\nowidctlpar\qj\tx2534\tx2743 Probably the most important perimeter control is proper lighting. Maintain bright lighting on the building\rquote s exterior to discourage vandals and bur\-glars. If you use timers, adjust them for decreas\-ing winter daylight hours and for time shifts with daylight saving time.\par \pard\nowidctlpar\qj\tx204\b\i Protecting assets. \b0\i0 Locks are the most obvious protection for your facilities, but don\rquote t forget other important safeguards:\par \b Training.\b0 Provide security training for employ\-ees who deal with valuables. Electronic surveillance. Consider installing systems that rely on mercury switches for win\-dows and doors, motion detectors, and video\par \pard\nowidctlpar\qj\tx2505 surveillance equipment. Alarm systems can be set up with private security systems or with the local police.\par \b Communications\b0 . When you\rquote re managing a large crowd, communication between security personnel and church administrators is impor\-tant. You can achieve effective communication by using a radio system or cell phones. \b Emergency procedures.\b0 Consider forming a security committee to assess potential dangers or problems that could arise in your build\-ings. Committee members should plan how to handle situations relevant to your area, such as fire, flood, tornadoes, earthquakes, windstorms, and electrical outages during peak attendance. They should also consider less predictable scenarios, such as burglary, violenLVALce during a church meeting, robbery, and assault. The committee should outline ap\-propriate responses to the various situations and include instructions as to who should be contacted and how the building should be evacuated.\par \b Disaster protection.\b0 Fire alarms, smoke detec\-tors, and sprinkler systems are necessary hard\-ware for adequate fire protection. Ask your local fire marshal to tour your building and point out problems in the structure as well as problems created by workers and occupants. Security staffing. Large churches may need to hire a security staff to oversee the facilities. You can choose between in-house security staff or going to an outside agency. If your church is located in a high-crime area, the cost of hiring extra security can save expense in the long run. If you hire in-house security, make sure that they are trained properly and know the state laws pertaining to their duties.\par \pard\nowidctlpar\fi289\qj\tx289\par \par \pard\nowidctlpar\fi-175\li175\tx187\b SELECTING A SECURITY SYSTEM\par \pard\nowidctlpar\tx2834\par \pard\nowidctlpar\fi-192\li165\tx192\b0 How do you decide what security system will work best for your church?\par \pard\tx164\par \pard\nowidctlpar\li165\tx164\b\i\bullet\tab Ask police for recommendations. \b0\i0 Get the names of companies that police consider able to supply a reli\-able system at a fair price. Call the Better Business Bureau to see if these companies are free of consumer complaints.\par \pard\tx164\tx1553\par \pard\nowidctlpar\li165\tx164\b\i\bullet\tab Determine a company\rquote s specialties. \b0\i0 Not all alarm systems will work in a church. For example, a company that specializes in residential installations may not have the expertise to handle the traffic volume that churches experience.\par \pard\tx164\tx1553\par \pard\nowidctlpar\li165\tx164\b\i\bullet\tab Invite a sales rep to do a free security survey. \b0\i