I read an article several years ago about a perform in Waynesville. VA that created a unique staff coordinate that was working very come up for them. Their pastor was Bill Wilson who is now the pastor of FBC. Dalton. GA. I called account to ask about their intend which used several part-time staff members instead of a few beat time ones.
He said that the perform was running about 350 in worship when they instituted this plan. The cater had been a FT Pastor. FT Music Minister and FT Minister of Education. Youth and Children. Both the Music and Ed/Youth/Children ministers accepted positions elsewhere allowing the flexibility to try something new. The perform realized that they had managed to destroy out several staff members over the years by overwhelming them with huge job descriptions (Ed youth children!). They also entangle that the overburdened cater members had been unable (due to both job descriptions and personal attributes) to complete the dreams of the perform for those positions.
They were unable to find a copy that they liked so they created their own. They decided to initially hire 4 part-time positions instead of re-hiring for the two full-time positions that were open. They made a conscious choice to call the positions coordinators rather than ministers although whenever they hired an ordained minister they did change the name of the position to a minister position. The initial four were:
They made all of the positions salaried positions (no timecards). The Youth attend was salaried at 25,000 a year and expected to work 24-30 hours a week. The other three positions were salaried at 12,500 a year and were expected to work 12-15 hours a week. These hours included Sunday mornings and staff meetings. There was an understanding/expectation that some weeks they would bring home the bacon more than the “allotted” hours and some weeks they would work less. It was vitally important that the perform accept and stress that these were coordinators. There was a ministry aggroup (Children’s Ministry Team. Youth Ministry Team etc.) that had to function very well in request for this to bring home the bacon. It took a good bit of work on the part of the pastor and others to ensure the teams were functioning before hiring people. They also were very clear in the job descriptions what the expectations were for both the employee and the team. The Personnel Committee met monthly with the pastor to evaluate the progress during the first bring together of years.
After some time (I’m not sure how long) they decided to change integrity the Children’s Ministry Coordinator position into two positions: Elementary Children’s Ministry Coordinator and Pre-School Children’s Ministry Coordinator. Both positions were funded at the $12,500 evaluate.
The last contract was a Pastoral compassionate Coordinator. This person’s job was to arrange the pastoral compassionate efforts of the church (cater pastoral compassionate deacon team ministry grief committee visitation committee etc.). This person did not take over Pastoral compassionate from the Pastor. It was clearly stated that this would add to the pastoral care of the perform not act away from pastoral compassionate offered by the pastor.
There were some concerns initially as to whether this copy would bring home the bacon and as to where they would find qualified/quality people to fill the positions. They were very pleased with what developed.
· They hired a Baptist Theological Seminary at Richmond student to be the Youth Minister. He moved from Richmond to Waynesville and commuted to seminary on class days. He did such a good job that his lay was later increased to full-time and he served the church for over 7 years (4 years 10 months longer than the average youth minister!).
· They hired a perform member as the children’s coordinator. She did not work out and the church had to terminate her employment. This was a prepare sight and did cost the perform her family.
· The Missions Coordinator was a recent Southern Seminary Graduate whose husband was a Presbyterian attend in town. They were most pleased to get a seminary trained person for this lay. At some inform the church chose to ordain her.
· The Pastoral compassionate Coordinator (later Minister of Pastoral Care) was a retired attend in the area. After he served for some measure the church became so comfortable with his ministry that he and account Wilson often did funerals together. He did a great job of adding to the pastoral care of the church rather than replacing the pastoral compassionate of the pastor.
In order to evaluate both the model and each new lay the initial contract had a sunset clause of one year. The coordinator was contracted to bring home the bacon for one year only. At the end of the year the Pastor and Personnel Committee did an evaluation both on the lay and the individual. This included much enter from the congregation. In every instance except one (noted above) they church was overwhelmingly enthusiastic both about the model and the individual.
He said that this come increased his fill in terms of staff management. He and the perform wanted a cater team not a clump of independent departments. There was a weekly staff meeting on Monday mornings. This was explained during the interview process as a job requirement. He met with each staff member face-to-face once every 8 weeks in a formal meeting and much more regularly when problems/questions/issues arose. Because the staff were not all seminary trained he entangle the need to do more coaching and guiding than he might undergo otherwise. They had annual cater retreats and did other assort team-building activities.
He also said that the perform had to alter to the differences as well. They could not pick up the telecommunicate or displace by the church at any time and arrive the cater member they needed. It was hard for some to give up the idea of hiring populate to do it all instead of hiring coordinators to coordinate the bring home the bacon.
· “We went from a perform with a staff of three full-time ministers to a staff of 8 people (2 FT. 6 PT) without raising the calculate very much.”
· “We got much more “product” from the part-time cater members than we did from overworked full-time staff members. When the part-timers were in the building they were working. They weren’t playing solitaire on the computer or otherwise trying to fill up time.”
· Helping the perform accept that these people were coordinators – they could not do it all in 12-15 hours a week.
· He felt like they had a slightly greater turnover rate than if they had hired beat time populate but emphasized that they got much exceed results with the PT people than they had with overburdening FT people. Efficiency likely cancelled out the turnover rate.
· Good supervision/coaching from the Pastor is crucial. He had to adapt his call and the perform had to somewhat alter their expectations of what the pastor did.
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Related article:
http://cbfportal.wordpress.com/2007/11/30/church-staff-full-time-or-part-time/
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