Ministry Handbook

• Section 1.  To advise the Pastor (or Pastoral Administrator) on the formulation of Parish policy, program goals and operating procedures; and to ensure implementation of operating procedures to achieve said policy and program goals.
• Section 2.  Through reflection and prayer, encourage the growth of different Parish activities; and take leadership in the coordination, planning, support and evaluation of pastoral activities...
• Section 3.  To serve as liaisons to the various Parish groups or coordinate the implementation of specific initiatives at the request of the Pastor (or Pastoral Administrator).
• Section 4.  To help identify and consider the needs of the Parish and recommend to the Pastor (or Pastoral Administrator) ideas and means to respond to those needs.
• Section 5.  To collaborate with the Parish Finance Council to assure that: (a) all Parish pastoral initiatives operate within their approved budget; and (b) vital pastoral programs approved by the PPC receive the funding needed to operate through either the annual budgeting process or approved fundraising efforts.
• Section 6.  To consider Archdiocesan pastoral priorities and pastoral publications of the Archdiocese, United States Conference of Catholic Bishops (USCCB) and the Holy See in connection with all Parish activities.
• Section 7. To promote and facilitate communications among Parish organizations, the Parish, the Archdiocese and the universal Church.  
• Section 8.  To adopt By Laws to regulate the activities of the PPC in accordance with the provisions of this Constitution. To conduct a biennial (every two years) review of the By Laws.
• Section 9.  To establish Standing Committees and organize various Ministries of the Parish…

• Chair. The Ministry Head or Chairperson is the key person responsible for the ministry. The Chair presides at meetings, and can call such special meetings that in his/her judgment are necessary. The Chair should also give periodic reports to the ministry’s Standing Committee Chairperson, the pastor, and the parish community on the work of the ministry, and perform all other customary duties.
• Vice-Chair. The vice-chairperson, in the absence of the chair or in the event of the latter's inability to carry out the functions of the office, assumes the duties of the chairperson. The vice-chairper­son also performs such other duties as may be delegated to him/her by the chairperson.
• Secretary. The secretary takes minutes at all meetings, pre­pares a written summary of the minutes, distributes the minutes and the agenda to the ministry members before the next meeting, and preserves the documents in a permanent record. The secretary also prepares and sends all correspondence and main­tains permanent files of the work of the ministry, including the names and addresses of its members. He/she may also prepare notices to appear in the parish bulletin pertaining to the ministry’s work.

1. Review the Ministry Calendar

Each ministry leader will have access to a central calendar, providing an overview of all church events for the upcoming quarter. Start here to see if there are any other major events happening on your requested date. Please note that this does not guarantee your event date as you will still need final approval by the parish This step ensures better coordination and helps us avoid scheduling conflicts. You can access the calendar here: Ministry Calendar 

Please let us know if you notice any misinformation.

2. Complete and Submit an Event Proposal

Provide all required details about your event. This step ensures your requested date, time and location are available. You will receive an email from the parish office confirming that your event proposal has been received. After review, you will receive an email notifying you if your event is approved, denied or if more information is needed. See the form here: Event Proposal

3. Complete and Submit an Event Communications & Logistics Form

After your event is approved, fill out this form with as much information as possible. You must submit the form in order to save your progress and edit later. Once you submit, you will receive a copy of the form in an email from "Google Forms". You can always change or update your answers, by clicking the "Edit Response" link in the email. This form must be fully completed in order to move forward with your event. See the form here: Event Communications & Logistics

All funds raised by any ministry go to the General Parish Fund of the church. Fundraisers should not be required to carry out their mission. Funds for this purpose should be submitted as part of the budget process.

1. Servant leadership reveals the full extent of your love. On the eve of His crucifixion, Jesus showed His followers “the full extent of His love” (verse 1).What level of love is evident in our serving of people?
2. Servant leadership reaches out without discrimina­tion. The devil had already prompted Judas Iscariot to betray Jesus (verse 2), yet Jesus washed his feet along with the feet of the other disciples. Do we serve people equally, or only those we like or feel deserve it?
3. Servant leadership is motivated by our relationship with God. Jesus knew “that the Father had put all things under His power and that He came from God and was returning to God” (verse 3). It is only as we are secure in our identity as children of God that we can serve people as Jesus did.
4. Servant leadership reveals a caring person. Jesus washed His followers’ feet (verses 4-6), a task performed by household slaves. John Maxwell puts it well: “People don’t care how much you know until they know how much you care.
5. Servant leadership requires that we let Jesus serve us. When Peter raised objections, Jesus answered, “Unless I wash you, you have no part of Me” (verse 8-12). Unless we receive what God has for us, we cannot serve others. We need Him to cleanse us, redesign us, rebuke us, and nurture us so that we are able to do for others what He has done for us.
6. Servant leadership does not require you to lose your position or status. Jesus said, “You call me ‘Teacher’ and ‘Lord’ and rightly so, for that is what I am” (verse 13). When you as a father serve your child, you remain father. The same is true for a mother, pastor, or president.
7. Servant leadership reveals the person of Christ. Jesus stated, “Now that I, your Lord and Teacher, have washed your feet, you also should wash one another’s feet. I have set you an example that you should do as I have done for you” (verse 14-15).

• Listen and Learn from others
• Energize the organization
• Act for the benefit of everyone
• Develop themselves and others
• Empower others to Lead
• Recognize Achievements

In summary, to be a leader in a Christian community, we must serve, and do that service in the name of Jesus.

“I charge you before God and Christ Jesus and the elect angels to keep these rules without prejudice, doing nothing out of favoritism.”  (1 Tim 5:21)

Some organizations at St. Augustine operate under governing principles, written or oral, that set out the basic structure and functions of the ministry, while other organizations do not. What follows is an outline of the basic structure of ministry – officers, elections, running of meetings, taking of minutes, preparing budgets, planning events – that may prove helpful to those ministries looking to take the next step and formalize the structure of the organization.  Some of this information is referenced in the FAQs.

At St. Augustine, the officers of a ministry are chosen from the mem­bers of the ministry or parish organization. Most organizations try to have at least a chairperson, vice-chairperson, and secretary; some of the larger ministries have a treasurer or business manager as well. See Section 3.2 under FAQs with general descriptions about these officer positions.
 

1. Establish a regular time and place.  Schedule meetings at a regular time and place, for example the second Sunday of each month, so members always know when the next meeting will occur. Publish the time and place of regular meetings of the ministry in the Parish bulletin through the Parish office, as well as in the monthly calendar put out by the Parish’s communications commit­tee. Special meetings should be announced at least a few days in advance, with careful attention paid to the specific reason for the meeting.
2. Set a quorum. Establish a quorum, usually a set per­centage (e.g., 50%), for meetings. No voting or decision-making should be conducted at a meeting without a quorum, because those decisions might not represent the views of the ministry.
3. Start with a prayer. Begin your meetings by asking for the guidance of the Holy Spirit.
4. Start and end on time. Respect the time commit­ments of ministry members, especially those who have made it a priority to be on time.
5. Have an agenda and stick to it. Place priority items at the top, not the bottom, of the agenda. The secretary, with the chair’s help, should prepare an agenda for each meeting and send it to all committee members in advance of the regular meetings. Most meetings fail when adequate thought has not been put into what the group should discuss. Sample agendas is attached in Appendix 8. Pace the meeting and observe specified time limits for agenda items—this will allow everyone a chance to speak and helps insure that all issues on the agenda are covered. However, be sensitive to the need for discussion. Allow the group to talk things through. If they want more time to discuss an issue, adjust the agenda. Recognize when there is consensus and move on. Be gentle but firm with people who speak too long or get off the subject - a simple "let's move on" or "thanks, now let's hear from someone else" can be very effective.
6. Be prepared. Come prepared with your assignment. If this discipline breaks down, participants begin to consider prepara­tion optional.
7. Try to involve the entire group in the discussion. Encourage everyone to speak by simply asking those who haven't spoken for their opinion on the issue at hand. Be aware of people who look confused or lost, by restating questions or ideas.
8. Summarize key points when necessary.
9. Set aside additional time for experiences and long-term thinking. Monthly meetings alone will not be sufficient to address all the issues. On occasion, time must be set aside for brainstorming, planning, and for experiences designed to build community, perspective, and skills.
10. Summarize conclusions, decisions or action items at the end of the meeting. Leave enough time at the end of the meeting to summarize any decisions that were made so that everyone is on the same page before you leave, set the date and place of the next meeting, and develop a pre­liminary agenda, which should include any unresolved issues from this meeting.

1. Courtesy and justice for all.
2. Orderly procedure, considering one topic at a time.
3. The right of the majority to rule the organization.
4. The right of the minority to be heard.
5. Equality of members before the rule or law, with fairness to all and partiality to none.
6. A summary on using Robert’s Rules can be found on the web. Here are two websites that should be helpful:

1. Identify the skills necessary to facilitate the ministry’s objective, such as technical writing ability, grant writing skills, artistic ability, cooking skills, or community building skills.
2. Identify the individuals who possess these skills, either through self-identification or in conversations with other members of the parish community.
3. Extend a personal invitation to the individual, explaining the personal and professional appeal that the individual holds for the group and vice-versa.
4. Follow up the invitation by remaining in contact with the indi­vidual, even if they are not available for ministry inclusion at the present time. It is always possible that they may find both the time and the incli­nation to join the ministry in the future.

A good transition should preserve the continuity of leadership and be per­ceived as a process rather than an event. Succession is a process requiring planning, teamwork, and constant re-evaluation.

It should be the policy of the ministry’s leadership to assess the needs of the group to help insure the selection of a qualified and capable successor who is an active representative of the ministry and its efforts, a good fit for the ministry’s mission, vision, values, goals and objectives, and has the nec­essary skills for the same.

• SS Alban and Stephen Catholic Church, St. Alban, United Kingdom:  Our mission as Ushers/Greeters is to welcome all parishioners and make them feel welcome and a member of our St Maximilian Kolbe family.


• St. Maximilian Kolbe Church, Westlake Village, California: The Ushers are the first to give an impression of the church and of those living the saved life. We strive toward developing attitudes that will draw others to Christ and such a spirit of friendliness that visitors, relatives, and friends of the saints are made to feel welcome and open to hearing the Gospel. Ushers have the important spiritual mission of seeing that God’s services are conducted decently and in order. It is our desire to serve the saints and assist the Pastor in every way. It is our desire to provide that service with professionalism and with the love of God being evident to all with whom we come in contact so that the hearts of men, women, boys, and girls will be prepared to accept the word of God.


• Faith Deliverance Church of God in Christ, Dayton, Ohio: To support high school students as they strengthen their relationship with God, learn more about living the faith serve as leaders of the parish and prepare for sacraments with a special emphasis on Black Catholic history. Young Adult RCIA Program, Saint Augustine Catholic Church.

1. Be tied to the budget cycle and the governance structure.
2. Be effective and reasonable.
3. Be specific. The more specific the goal the more likely the ministry is to achieve it. An example would be: The ministers of hospitality will increase its membership by 10% (or 6 members) over the next year.
4. Be measurable. There must be a way to determine if the ministry is making progress. Using the example above, the ministry knows how many members it has. It will know clearly when the goal has been met and what objectives or strategies have been successful or unsuccessful.
5. Be targeted. What does the ministry want to achieve? Will the goal lead to that outcome? Does it accomplish the mission of the ministry or of the parish? Using the previous example, will having more ministers of hospitality advance the mission of the parish?
6. Be time specific. Consider the budget cycle. Does the goal have financial requirements? If not, goals should coincide with the governance structure of the ministry.
7. Be independent. Each goal should be independent. If goals are linked together, and one is not achieved, consider what the impact would be on the other goals.
8. Be written in the positive, not the negative. Focus on what the ministry hopes to achieve, not what you hope to avoid.
9. Be set high. Try to expand the possibilities for the ministry. Remember to whom much is given, much is expected. Look for new ways to serve the Saint Augustine community and the community at large.

1. Involve all members of the ministry to ensure successful implementation
2. Develop a plan to implement the strategy. Will the strategy require financial support? Does the benefit to the ministry/parish outweigh the cost?
3. Consider carefully the mission and goals of the ministry.
4. Design a process to assess the success of the strategy.

1. Identify the Purpose of the Event. What is the purpose behind your planning? Be sure that all events and programs support the mission of the ministry and the church as well as the interests of the community.
2. Check in with the Pastor. Make sure you speak with the Pastor about your event as early in the process as possible. The Pastor will want to know what the event will cost, how the money will be raised, the planned date for the event, and who will be helping to plan and hold the event.
3. Clear the event with the appropriate Parish Committee. Any event being planned for the Church needs to be presented to the Parish’s Worship and Church Committee, and ultimately the Parish Pastoral Council. This contact will also ensure that the activity does not conflict with another parish activity or event.  
4. Develop an Event Timetable. Calendar planning doesn’t stop once you have chosen dates for your event. It is important to work back­ward from the date of each event and add important event-planning steps onto your calendar, such as the day you need to reserve the space for the event. The listing below is intended as a sample timetable and tasks to consider planning for in advance of the event. Please note that this timetable (timeline) could differ depending on the size and complexity of the event (e.g., more time for securing multiple partners and/or a venue).

1. Two Months in Advance
   1. Form an organizing committee and delegate tasks – e.g., publicity, volunteer recruitment.
   2. If needed, reserve necessary equipment for your event. The Parish Office can assist with this.
   3. Consider approaching other ministries to cosponsor the event.
2. One Month in Advance
   1. Consider soliciting in-kind donations from local businesses.
   2. Recruit volunteers to work at the event. Be sure to follow-up with those who have volunteered and have a plan in place to explain to volunteers. Nothing is more frustrating than volunteering your time and having it disrespected.
   3. For large events, start advertising as soon as possible. Check with the parish office to schedule any posters, bulletin inserts, and altar announcements. Remember to include a date, time, specific location, and a contact number for people to call for more information or to volunteer.
3. Two Weeks in Advance
   1. Try to plan for the unexpected. A first-time event will take twice as much effort to plan as you think it’s going to. Try to anticipate possible last-minute emergencies such as inclement weather or cancellations with a back-up plan.
   2. Advertise/publicize the event throughout the parish community.
4. One Week in Advance
   1. Confirm everything, including your volunteers.
   2. Advertise/publicize.
   3. Remind the Pastor, staff, and invited guests of the event.
5. Day of the Event
   1. Set up a staffed table with information about the ministry and a sign-in sheet. Use the event as a chance to recruit new members.
   2. Meet with all volunteers before the event for a short orientation. Make sure everyone knows what they are doing and where they should be.
   3. When assigning tasks to volunteers, don’t forget to assign clean up responsibilities as well, so that you alone are not left responsi­ble for this chore.
   4. Someone in charge should always be present to answer ques­tions and deal with emergencies.
6. Follow-Up
   1. Thank all volunteers and donors. Send photos if possible.
   2. Evaluate the proposed event budget against the actuals to inform planning for similar events in the future.
   3. Evaluate the event immediately—determine what went right and wrong and ways to improve next year’s event.
   4. Keep careful financial records.

Delegation is a key responsibility of your ministry. It is extremely diffi­cult and unhealthy to run a ministry by with little or no help. Delegation is impor­tant because it can help prevent burnout, build community, and identify and develop future leaders in the group.

Delegate tasks such as pre-event publicity, fundraising, volunteer recruitment, event planning, supervising volunteers, taking photographs, cleaning up, taking notes, and writing thank-you letters to other members of the ministry, particularly those with special skills in a specific area. Make wise use of the human resources available within your organization by giving responsibility to those who have the knowledge and enthusiasm to achieve the objectives your ministry has set.

1. Determine the measure of success. Success in ministry is not measured simply by numbers or dollars; instead, it is principally measured in whether it is bringing its members closer to God and to each other. Widely attended events, surplus monies in a treasury, and many members, while important, are worth little if the ministry is not of God. So first and foremost God must be the focus and reason. Yet success in numbers and monies is often common in ministries that are fulfilling God’s call to serve his children.
2. Keep in mind the goals of the ministry. Is the organization living up to its mission statement? In looking at the work of a ministry it always makes sense to look back to its mission statement and goals.
3. Watch membership numbers. Numbers do mean something. Without growth, without new members, new ideas may never come, or new realizations of how best to serve the community. Without growth, existing members may grow tired, and may find they cannot devote time to the work of the ministry. If the same people do the same things year after year, burnout can occur and the ministry will suffer.
4. Develop a plan for succession. Every ministry is so much more than its leader. Term limits for politicians are a popular, though not widely followed, concept. But they have a point. Changes in ministry leaders can bring about change and growth in a ministry. It also provides a way for someone who has devoted years to a particular cause, to get a break and a rest.
   
   Moreover, if a ministry has not planned for succession, what happens if the ministry head has to leave suddenly? We have seen examples of what can happen when there is no plan and a vacancy occurs; some ministries have simply stopped functioning when a leader has left, because no one was prepared to take on the responsibility. Each ministry must devise a method to develop future leaders in order to encourage and accommodate change and growth, as well as to provide opportunities for new members to take on responsibilities and ultimately to lead.
5. Take steps to improve performance. Most ministries hold events yearly. Many events are run well, accomplish their key objectives, and provide opportunity for members of the parish to get together in fellowship. But of course no event is ever run perfectly; often things happen that could have been avoided with a little more planning. In other situations, something new develops that can be readily fixed before the next time the event is held. But the key is to avoid that mistake in the future.
   
   Evaluate every event. Attached is a sample event evaluation form that you might want to adapt for your ministry (see Appendix 6). Identify barriers to improvements, including people, planning, funds, and awareness, and then identify the necessary steps to overcome/remove those barriers. Encourage member/parishioner feedback on things that are going right/what needs to be improved. Begin planning for next year’s event, incorporating those lessons learned from evaluating the latest event.

• Publish a list of those who actively participate in the ministry and distribute it to the parishioners, post it on bulletin boards, or include it in the church newsletter.
• Plan a worship service around the theme of volunteer ministry or a volunteer recogni­tion dinner, honoring volunteers with speeches, skits, certificates, awards, and gifts.
• Send newsworthy information about the work of vol­unteers to local newspapers.
• Plan a volunteer-of-the-month program or a picnic for volunteers.
• Send a birthday, anniversary, or Christmas card in addition to personal thank-you notes.
• Take time to talk with volunteers and express apprecia­tion for their efforts.
• Share the positive comments you hear about volun­teers and their work with them.
• Ask volunteers to write statements on “Why I serve in the church” and publish them in the church newsletter
• Send a letter of appreciation to the person’s family.
• Praise volunteers to their friends.
• Maintain an accurate record of their training and work and be prepared to provide a reference for the volunteers when they seek employment or other volunteer ministries.

You will reap the rewards of your ability to recog­nize others.

• We can begin each meeting with a prayer or scripture reading.
• We can set aside time for faith sharing among our members.
• At every opportunity we can take time to pray for each other’s’ needs and celebrate each other’s’ joys.

It is not necessary or even advisable that every meeting focus on this activity or that event, or on plans for the next new member drive or flyer for the bulletin. No, what we should not lose sight of is that God is always first on the agenda. And that our ministry’s real success or failure is judged not by how much money we raise or how many people come to a meeting or event, but ultimately by whether it brings us closer to God.

Our faith is a gift from God. And it is with God’s grace that we can be a force for good with each other, in our parish, and in our world. We just need to take time to nourish our faith and to discern when the Spirit is at work in what we do (and when it is not). Yes, in the midst of our everyday lives, we can all benefit if we find time to stop, and listen to God’s voice in our hearts.

Some ministries plan each year for a weekend retreat or a day of recollection, not taken up by the work of the ministry, but instead focused on where we are in our faith. Your pastor or one of the deacons can help in planning for those times. You might also consider having a spiritual advisor to help you discern where you are in your journey. We have financial advisors, marriage counselors; we go for frequent medical checkups, and refresher courses for our work and career. Why not find someone for regular spiritual checkups as well.

After all, all that we do only makes sense and only has real value if it brings us closer to God. The salvation of our own souls and of those we reach out to is what our ministry ultimately is about.