Volunteer News Network
"Do we dare start a new program when we 're not sure the budget will support it?" "This year. We 'd better cut activities because the budget looks tight."
Perhaps you have made these statements yourself. If not, you probably have heard them uttered by others as they wrestled with decisions regarding the church budget. The mystery is that growth, both financially and numerically, comes with positive action - the retention and even expansion of ministries - not by cutting back. Many people today come to church for what the church has to offer, rather than just because it's the thing to do or because the family has always worshipped in the same church. Now families are "church shoppers" or "church hoppers" in that they attend the church that most meets their needs. If the church doesn't meet their needs, they move elsewhere. Denominational loyalty is no longer an important factor.
Consequently, it is more important than ever to get newcomers participating in activities as soon as possible. And this is why it is so necessary to have an individual or committee - paid staffor trained lay people - with the responsibility of working with volunteers. Their role is to get people integrated, involved and committed to the various ministries ofthe congregation.
In working with volunteers, we know one thing: support for any charitable group or organization (whether it's the church, the Red Cross, Lutheran World Relief comes in the form of a donation. Where the heart is, money will follow. It has been statistically proven that when people are involved in their church, they are in the pews worshipping and are willing to not only share their time and talent, but also their treasure.
Church budgets are merely a tool to enable the ministry of the church to continue. Congregations basically operate on a "faith" budget. If we didn't have faith, we'd probably close our doors tomorrow. We also know that our church programs depend upon the financial support of our members.
When people are Invited to participate m a ministry of the church, they must feel needed and properly matched to the position in order to enjoy it. When they do, they will dedicate their time and energy to that ministry. When a new church budget is proposed, they will be supportive as long as their particular area of rninistry is included. That's when we can turn the mystery of budgeting into a ministry.
"For where your treasure is. There your heart will be also."
Matthew 6:20
Saturday stewardship workshops in Washington, Oregon. And Idaho. Led by Michael Meier, Region I ELCA Stewardship Specialist, and members of the Volunteer Ministry Resource Team. Workshops will utilize Mobilizing Church Volunteers video tapes developed by Marlene Wilson. Cost is $15.00 per participant Flyers and registration materials will be mailed to Lutheran congregations with 150+ worship attendance. For more inforrnation, contact Paulette Claver or Michael Meier, Region I ELCA. (206) 624-0093. Upcoming dates and locations include:
More to come in the new year. Watch this space!
The five basic functions of management include: Planning, Organizing, Staffing, Directing and Controlling. Planning is the essential first step. In this edition of Tips & Tools for Directors of Volunteers, program planning is described as a three step process that includes:
Together, goals should be global enough to cover all that is done by the organization or group. Each team or committee should summarize, with two or three goal statements, its purpose within the life and structure of the congregation.
Objectives are the specific, observable outcomes that an organization or group intends to produce within a designated time period in order to further its goals. Marlene Wilson, in her book Mobilizing Church Volunteers, says good objectives should SMAC. That is, they should be: Specific, Measurable, Achievable, and Compatible.
"Specific" means that each objective should refer to only one particular outcome you wish to accomplish in the furtherance of your goal. Objectives should be "measurable," so that you can determine later the extent to which they have been accomplished. In order to be measurable, an objective must have an observable dimension. The "A" in SMAC refers to "achievable." An achievable objective is one that is likely to be accomplished given the resources you have to work with, resources like time, money and volunteers. Finally, your objectives should be "compatible" with the goals of your team and with the larger mission of the congregation.
The third and final step in program planning is the creation of Action Plans. Every objective requires an action plan that answers four critical questions: how? When? Who? And how much? Action planning involves setting forth the activities that will be undertaken for each objective, assigning responsibility, establishing a timeline, and projecting costs. This is the nuts & bolts of program planning. Make yourself an action planning worksheet, one for each objective, with columns for: "Activities", "Dates", "Who's Responsibility", and "Budget Impact.''
Program plans have been described as "organized hope." They are also tools for: recognizing our accomplishments limiting our responsibilities (allowing us to say "no") and evaluating our effectiveness in fulfilling our mission.
Volunteer News Network is the product of the Volunteer Ministry Resource Team. An independent group of Lutheran lay and professional people who seek to empower and support directors of volunteers and others responsible for managing volunteers in congregations and organizations.
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