Events


    Ministry Notes

    There are two types of ministry personnel who serve the Keene Church: elected and appointed.

      Elected
    • Names appear here in italics
    • Officers of the church
    • Nominated by the Ministry Connection Team
    • Confirmed by the membership of the church
      Appointed
    • Made by action of the Church Board

    Ministry Organizational Model

    Administrative Reorganization Committee

    March 31, 2005

    Revised: 2005-04-12, 2005-04-27

    Overview and Introduction

    Upon review of results of our survey of various churches around the North American Division it is apparent that other church communities have seen advantages in modifying the methods used to identify, elect and/or assign personnel to lead and support the activities and ministries of their local churches. The practice of selecting a set of individuals to staff all of the positions of the church for a one-year term of service has been largely replaced by a process that focuses on a ministry model that differentiates between those that provide leadership and oversight such as church officers and ministry leaders, and those that serve the church in support of these endeavors.

    The terms of service as seen in the review of these other congregations generally provide for at least a two-year assignment for the officers and leaders while the ministry support positions are appointed for varying periods of time depending on ministry need and individual availability. The consensus that has developed within the Administrative Reorganization Committee is that it is time to consider some modifications of our current operating model. The following points have been noted, discussed and represent the consensus of the committee at this time.

    Recommendations

    • There should be a differentiation between Church Officers and Ministry Leaders and other individuals who work with them in support of ministry. By definition, Church Officers are those charged with the overall operations and mission leadership of the church including the facilities, ministries and other operating components. And while it is proposed that those who are considered Ministry Leaders are likewise Church Officers, those tasked with the responsibility of working with them as Ministry Support Team members to effect ministry in its various forms are not Church Officers. These Ministry Support Team members are best able to serve the needs of our church community and its ministries when they are able to focus on the specific functions and programs in place to provide ministry to the target group(s) for which they are responsible.

    • The method by which these two groups of people are elected/selected will be different. Since the group of Church Officers represent the membership directly, it seems appropriate that this group should be approved by the church at large. They should be nominated by a Ministry Connection Team and recommended to the church membership for confirmation. It is recommended that these Church Officer positions carry a two-year term.

      On the other hand, the people engaged in supporting the various ministries of the church should be selected by a group/committee (Ministry Connection Team) charged with the responsibility of matching gifts and talents to the opportunities for service. This approach enables people the opportunity to do more of what they do best. The terms of service for these positions will vary depending on the need for the position and the desire/commitment of the person wishing to serve (such as a Sabbath School team member for a specific age or grade level).

    • There should be fewer elders, deacons and deaconesses than at present with each having a specific ministry focus. The present listing of these three classifications of church personnel includes many people who either are never called on to perform any function for the church, or who have decided that they really do not wish to be involved at this time. The goal of the committee is that the individuals who are asked to serve the church be supported by an organizational model that will respect their available time as well as their willingness to be involved. There is a serious perception that we need to transition from a set of long lists of personnel with very few involved, to a model that would likely have fewer people on the list but every one would be involved. “Not just on the list but in the game.”

      1. Elders - There is a need for focused spiritual leadership by a group of elders who meet together regularly and provide a consistent environment in which the ministries and the needs of the church are considered, evaluated and supported. This group should be comprised of a Head Elder, a half-dozen or so at-large Associate Head Elders, the ministry support elders and a few elders available for general functions/services such as member visitation. A provision may be made for designating certain individuals as “Elder Emeritus” in cases where there has been long service and the wisdom and counsel of the individual would be of benefit to the church but the individual is not currently able to carry out the full function of an elder.

      2. Deacons – It has been noted that there is a group of faithful individuals who are committed to serving the church as deacons, and we celebrate their dedication. However, there seems to be a growing perception that the function of the deacons has come to be viewed as a list of tasks. It is further perceived that there is an increasing reticence on the part of individuals considering this type of service to the church and they express concern regarding the time required and the jobs that are involved with this area. This is evidenced by the difficulty that has been experienced in recent years in finding someone who was willing to accept this responsibility.

        It is recommended that since deacons are so beneficial to the overall support of community within the church that we find ways to transition the focus from a set of tasks to involvement with various ministry functions. It has been said the ‘tasks suck the life out of a person while ministry provides empowerment and energy’.

        The individuals who serve the church as deacons should be led by a Director of Deacon Ministries. This church officer will serve as a member of the Church Board and will coordinate the involvement by the deacons in the various ministry classifications of the church. Virtually all of the ministry classifications that are proposed in this organizational model assume the need for the type of support provided by deacons.

        Examples would be providing assistance that the church can offer to its members who are shut-ins or who otherwise are in need of support. There is further a need for leadership in the area of facilities readiness and presentation. Also, the Children’s Ministry has numerous events that would benefit from deacon support through set-up, supervision, assistance with security and appropriate other types of service.

        The opportunity to extend a level of hospitality to guests and members alike is another example of a ministry focus and can be seen when people serve as parking assistants and ushers or by simply milling about and being friendly. Perhaps one of the greatest illustrations of the deacons’ ministry function would be the worship support that is so crucial on a weekly basis. While these individuals would serve as members of the various ministry teams there would also be a provision for them to meet together for input and accountability within the group of deacons.

      3. Deaconesses – Much of what has been presented relative to the Deacons applies to the Deaconess group as well. There are more deaconesses than any other of our current church classifications of service, however, the active group is only a fraction of the whole. We have been blessed by visionary, caring and faithful servants who share ministry with our community, and yet there are so many who are not involved.

        The important ministry functions of the Deaconesses can be found in various ministry classifications within the proposed model. From the all too frequent ministry of caring for the grief-stricken among us to the support of the quarterly celebration of the services of Communion and Agape Feasts we see the faithful participation of these faithful servants.

        We propose that there are yet many additional areas where the ministry of trained and qualified members can benefit the community of faith. Women’s Ministries, Marriage and Family, Divorce Care, New Member Assimilation and Social Functions (including fellowship meals), Community Services and Church Facility Presentation are all areas where the unique gifts and talents of Deaconesses would find welcome involvement.

        The Deaconesses would be led by a Director of Deaconess Ministries. This person would be considered a church officer and would serve on the Church Board and would coordinate the overall ministry engagement of the group of deaconesses. While these individuals would serve as members of the various ministry teams there would also be a provision for them to meet together for input and accountability within the group of deaconesses.

    • Each ministry classification of the church should be supported by a team of two or more elders dedicated to that ministry. The church operates most effectively when there is a commitment to fostering spiritual growth and relevance for each of its ministries. The potential for this to occur is increased when the ministry leaders work in tandem with a team of spiritual leaders recognized by the members. This will accomplish at least two very important results, 1) the spiritual focus of the ministry remains a constant priority and 2) the elders who serve the church are tasked with a specific function and operate within a collegial accountability to the Board of Elders.

    • The number of current positions listed as members of the Church Board is too great. When more than 130 people are board members there is a high degree of probability that there will not be consistent attendance at monthly meetings. With the number this large, members are more likely to determine that their input is not necessary and thereby decide not to attend. This also provides for the possibility that an action taken by members in attendance one month can be called into question by a completely different group of board members the following month when the minutes are presented for approval. The result of such a process is a frustrated combination of fits and starts.

      The actual attendance history for the past several years confirms the lack of regularity of the majority of our board members. If all of the current board members were to come regularly, the present number would be unwieldy and would consume an even greater number of members time that could more profitably be invested in ministry functions.

      A Church Board of approximately 30-35 individuals is recommended as this would provide reasonably broad counsel while not being too large to function effectively. And with the smaller number of board members there would be an expectation that each member would be committed to attending each meeting.

      The Church Board would be comprised of the Ministry Coordinators as detailed in this proposal, the Head Elder along with three of the Associate Head Elders, three of the Ministry Support Elders (selected by the Board of Elders), the Ministry Connection Team Chair, the Director of Deacon Ministries, the Director of Deaconess Ministries, the church treasurer, the Finance Committee Chair along with two members selected by the Finance Committee from among their membership, the School Board Chair(s), 3-5 at large business leaders/member representatives and the Pastoral Staff with the Administrative Pastor serving as Chair of the Church Board.

    • The committee that would select the Church Officers, the Ministry Coordinators and the Ministry Support Team members would be called the Ministry Connection Team (MCT). This group (the MCT) will be nominated by the Selection Committee and approved by the Church Membership very much in keeping with the current practice and policy of the Keene Church. The Selection Committee will be comprised of 14 members nominated by the membership at large and 7 members appointed by the Church Board. Care should be given to maximize the representation of the various constituencies of the church as it relates to age, gender, educational institution involvement, professional/non-professional, and other areas in which there are differences of representation.

      The MCT should be comprised of 18 members with an equal number being men and women. They will select their own chairperson who will be a member of the Church Board. Care should once again be given to maximize the representation of the various constituencies of the church as it relates to age, gender, educational institution involvement, professional/non-professional and other areas in which there are differences of representation.

      The Church Officer and Ministry Coordinator positions that are recommended by the MCT will be presented to the church membership at large in a two-part reading to be approved for two-year terms. The Ministry Associates and Support Team positions will be appointed by the MCT in consultation with the respective Ministry Coordinators and then confirmed by the Church Board. The Pastor for Administration and the Pastor for Church Life will sit with the MCT and it will be understood that any Pastoral Staff Member is an invitee to this process.

      The MCT will serve as a standing committee to continue to match ministries and individuals. Membership should be on a rotating, three-year term with one-third of the MCT being replaced each year. The first year there would be six individuals selected for one-year terms, six for two-year terms, and six for three-year terms. The MCT will replace the Nominating Committee in our current model.

      While the length of the recommended terms of service increase it should be noted that the efforts of the MCT should not be as onerous as a Nominating Committee process. Some of the reasons that this is true include the fact that the number of positions to be filled will diminish with a reduction in the number of church officers, the increase in the terms of those officers and assistance with the selection of Ministry Support Team personnel coming from new member assimilation, ministry fairs and recruitment efforts of the Ministry Coordinators and Ministry Support Elders.

    • The Educational Institutions operated by the church should seek ways to work together to consolidate governance and, perhaps even the institutions, to minimize the need for multiple meetings and membership positions and reduce redundant costs. There is a significant overlap in the personnel and the tasks of the two schools as it relates to the need for meetings and functions. It would be helpful to find ways to reduce the process involvement and thereby allow more people time for a greater involvement in ministry functions. There is a parallel process underway called the Strategic Planning Initiative to give specific attention and provide recommendations in this area.

      The reporting mechanism between the church and the school(s) should focus on accountability by the School Board(s) with quarterly reports to the Church Board. The Finance Committee would be the appropriate forum for more frequent presentation of the financial and operating indicators along with the potential funding needs and cash management issues for the schools.

    Proposed Ministries of the Church

    The various ministries of the Church should be established and staffed as needed. There should always be a commitment to periodic evaluations of the effectiveness and the need for any particular ministry along some established guidelines. The ministries should be led by a Ministry Coordinator and supported by a team of two or more elders (depending on the need identified for each particular ministry), deacons and/or deaconesses as may be deemed appropriate, and a member of the Pastoral Staff.

    Each ministry should have a ministry plan (in writing) which has a stated purpose, a target constituency/audience, annual goals and a mission statement. The ministry leadership should provide an organized set of programs and ministry components to offer the spiritual guidance, support, counsel and growth to the target group. The purpose should be so well defined that the Ministry Support Team members can invest their energy and passion in a coordinated approach to accomplish the ministry goals. It is also understood that there will be a need to provide appropriate training for the various components of ministry so that team members are empowered and enabled to function appropriately.

    To further foster an atmosphere of spiritual connection and growth within each ministry group, the Ministry Leader along with their team of Elders and Ministry Support Team members (including deacons and/or deaconesses) should comprise a small group dedicated to developing spiritual disciplines and a sense of community. This can be accomplished by regular meetings and an organization plan that supports each aspect of ministry while maintaining a sense of accountability to its mission.

    It should be noted that there will likely be some pastoral interfacing between various ministry classifications in keeping with the general pastoral assignments as they are comprised from time to time.

    A preliminary listing of ministries in the Keene Church is presented by classification for an understanding of the proposed ministry focus by type and constituency.

    Worship and Praise

    It is understood that the majority of the worship and praise ministry is under the leadership and direction of the Pastoral Staff.

    Preaching, Worship Service Flow, Worship Leading, Music (choir, specials, concerts, etc.), Offerings, Worship area set-up and support, Communion services and Agape Feasts, Greeters, Ushers/Deacons, Floral/Church Decoration

    Nurture and Fellowship

    Church Life, New Member Assimilation, Grief and Caring, Social Functions, Seniors Ministries, Women’s Ministries, Men’s Ministries, Marriage and Family, Parenting, Divorce Care, Visitation, Special Member Events (i.e. weddings and other), Member Communication

    Adult Member Education

    Adult Sabbath School, Seminars, Life Improvement, Prayer Meetings, Small Study Groups, Member Training for Service

    Outreach and Sharing

    Special Events (i.e. Resurrection Pageant) Bible Studies, Seminars, Community Services, Support for Non-members, Community Needs, Bible School, Short-term Mission Opportunities

    Children Ministries

    Sabbath School, Adventurers, Pathfinders, Vacation Bible School, Kid’s Club, Elementary School Coordination

    Youth Ministries

    Friday Nite Live, Friday Nite Café, Sabbath School, Academy/High School Coordination

    Young Adult Ministries

    Singles Ministries (including divorced singles), 20s & 30s, Service Opportunities, Young Parents Support, Single Parents Support

    University Ministries

    Student Assimilation, Student Hospitality, Advisory for Church/University Interface

    Media Ministries

    Radio, Television – Cable and Broadcast, Technical Support, Audio, Video Production, Internet Ministry Support, Video Projection, Tape/CD/DVD Duplication

    Administration and Finance

    The Finance Committee will be nominated by the MCT and approved by the Church Membership.

    Treasury and Finance, School Board(s), Facilities, Building Committee, Capital Needs Assessment, Resource Campaigns and Donor Development, Church Office and Operations (Financial Support for Ministry)

    Additional Comment

    It should be noted that there will likely be additional clarifications and details explored and implemented as we work through the transition of the proposed organizational model. It is recommended that the Church Board be empowered to approve these additional provisions with the understanding that there will be regular reporting to the membership at large. It is further proposed that during the trial period there should be annual opportunities for reports along with an encouragement that the membership be invited to submit recommendations and comments at any time.

    As a follow-on to the work of the Administrative Reorganization Committee it is further proposed that additional areas of organization such as other committees that either currently exist, or that are determined to be needed, will be researched and recommendations made as they are available to the Church Board for counsel and/or referral to the church at large. There will likely need to be additional review of areas within the current church policies, both as they exist in this church and as they are modified by the church at large so that practice and policy are in harmony.

    The Administrative Reorganization Committee will also need to continue its pursuit of other goals such as the preparation of ministry position descriptions and will need to work closely with the Ministry Leaders in accomplishing this task. It is possible that additional reporting will be presented at the time of the evaluation meetings of the church at large as previously mentioned.