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Human Resources Toolkit

Inviting Faith. Acting in Mercy. Cultivating Leaders.

Table of Contents

Sample Lead Pastor Evaluation Form………………………………..3

10 Mistakes Churches Make in Evaluating Pastors………………….8

Staff Review Outline………………….………………….…………..9

Sample Memorandum of Understanding (MOU).….………………13

Separation Agreement with Outgoing Pastor.…….……….………..19

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Sample Lead Pastor Evaluation Form

Name: Year:

Position:

A. Goals and Action Plans for Performance in Strategic Areas of MinistryFor each of the areas of ministry, dialogue, discuss and agree to a major improvement and an actionplan to achieve that goal (the goal should be clearly defined and measurable). Evaluate each categoryusing the following scale:

“EE” - Exceeds expectations “ME” - Meets expectations “DNME” - Does not meet expectations

PREACHING

Content and Presentation

• Sermons show study, careful preparation and variety• Sermons are challenging and thought provoking• Sermons call for an individual response• Sermon themes are well developed and applicable to congregational

life• Sermons reflect the mission statement, goals and objectives of the

congregation• Sermons are relevant and culturally sensitive• Sermons use humor appropriately• Sermons reflect biblical integrity• Sermon illustrations are appropriate and helpful• Sermon delivery is clear, concise, and well paced

EE

_____ _____ _____ _____

_____ _____ _____ _____ _____ _____

ME

_____ _____ _____ _____

_____ _____ _____ _____ _____ _____

DNME

_____ _____ _____ _____

_____ _____ _____ _____ _____ _____

Comments

Goal and Action Plan

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PERSONAL GROWTH AND DEVELOPMENT

Nurturing of the Inner Life

• Is disciplined in the use of time ensuring there is time for prayer,Bible Study, devotional reading and reflection.

• Takes time periodically for spiritual retreat.• Is accountable to a peer group for his own spiritual nurture and

development.

Nurturing of the Mind • Sets aside regular time for serious reading• Participates periodically in seminars, workshops• Uses study leave effectively• Keeps abreast of recent publications from, both secular and

religious

Energy, Enthusiasm and Commitment • Communicates an enjoyment of ministry• Demonstrates a high level of energy• Balances ministry and personal priorities adequately• Maintains priority of marriage and family• Demonstrates a wholesome pride in First Baptist Church• Inspires confidence in future effectiveness of his ministry• Presents himself well to others

EE

_____ _____

_____

_____ _____ _____ _____

_____ _____ _____ _____ _____ _____ _____

ME

_____ _____

_____

_____ _____ _____ _____

_____ _____ _____ _____ _____ _____ _____

DNME

_____ _____

_____

_____ _____ _____ _____

_____ _____ _____ _____ _____ _____ _____

Comments

Goal and Action Plan

INDIVIDUAL AND TEAM EFFECTIVENESS

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Individual Development • Demonstrates a genuine interest in personal growth and

development• Welcomes feedback for more effective ways to minister• Actively seeks to act and pursue improvement goals• Utilizes on the job development, external and internal seminars and

other educational opportunities• Demonstrates a capacity for self-reflection• Demonstrates the priority of nurturing one’s inner spiritual life

Team Development • Both seeks and provides counsel as necessary when involved with

others• Good follower or good leader, depending on the team situation• Demonstrates an ability to motivate self and others• Creates appropriate team spirit• Demonstrates concern for the spiritual well-being of other members

of the teamDevelopment of Others

• Provides reliable and valid feedback to those whom he seeks tominister

• Evaluates and discusses ministry of others in ways that maximizetheir growth and development

• Aware of opportunities that others can avail themselves of to fosterfurther growth

• Does not avoid confrontation with others and uses it as a means forfurther growth

EE _____ _____ _____

_____ _____ _____

_____ _____ _____ _____

_____

_____

_____

_____

_____

ME _____ _____ _____

_____ _____ _____

_____ _____ _____ _____

_____

_____

_____

_____

_____

DNME _____ _____ _____

_____ _____ _____

_____ _____ _____ _____

_____

_____

_____

_____

_____

Comments

Goal and Action Plan

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VISION FOR CHURCH

Understanding of Vision

• Communicates in ways that encourage and motivate a sense of visionfor the future of the church

• Has a vision that is reasonably in step with where the congregation is at• Demonstrates creativity and initiative in developing approaches to

ministry that help sharpen the vision• Provides suggestion for the implementation of strategies that arise from

vision

Effective Planning for Encouraging Vision

• Receives motivation from a sense of personal vision• Concentrates more on being proactive than reactive• Plans and works effectively according to overall plan• Ensures that tasks are completed• Handles unexpected contingencies professionally• Completes assigned goals and objectives in an efficient and proficient

manner• Time management reflects vision and ministry priorities

EE

_____ _____

_____ _____

_____ _____ _____ _____ _____ _____ _____

ME

_____ _____

_____ _____

_____ _____ _____ _____ _____ _____ _____

DNME

_____ _____

_____ _____

_____ _____ _____ _____ _____ _____ _____

Comments

Goal and Action Plan

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PASTORAL CARE

Responsiveness

• Is available when needed• Responds within appropriate time when needs are

expressed• Responds with appropriate, sensitive and wise counsel• Responds effectively under pressure

Sensitivity to Congregation

• Needs of congregation are heard and understood• Responds to individual needs with respect• Responds to stated needs in ways that are appropriate• Communicates concern, support and care when dealing

with individuals• Offers appropriate follow-up• Is able to identify major problems and propose viable

alternatives

Follow-up and Documentation

• Maintains confidentiality• Develops sense of trust and respect• Opinions are supported by fact• Conversations tend to build people up rather than put them

down• Maintains the importance of the “spiritual” in support and

care of individuals

EE

_____ _____ _____ _____

_____ _____ _____

_____ _____ _____

_____ _____ _____ _____

_____

ME

_____ _____ _____ _____

_____ _____ _____

_____ _____ _____

_____ _____ _____ _____

_____

DNME

_____ _____ _____ _____

_____ _____ _____

_____ _____ _____

_____ _____ _____ _____

_____

Comments

Goal and Action Plan

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Chuck Lawless’ 10 Mistakes Churches Make in Evaluating Pastors

I remember the first time a personnel committee of my church evaluated me and my ministry. I was young (early 20’s), and I had never had anyone evaluate me to that point. I didn’t like being evaluated then, and it still makes me uncomfortable at times – though I know it’s necessary. Here are some mistakes I’ve seen churches make regularly in this process of evaluating pastors:

1. Not evaluating the pastors at all. Even if they are the spiritual leaders, nothing shouldprohibit the church from evaluating their work and helping them grow. That’s goodstewardship of persons.

2. Evaluating without established expectations on a written job description. With nowritten job description, you are asking a pastor to live up to everyone’s expectations. Noone can live up to that standard.

3. Evaluating them only when the church is struggling. If that’s the only time pastoralevaluation takes place, it’s possible the motive is wrong – perhaps to help push the pastorout the door. Regular evaluations help avoid this problem.

4. Evaluating on only the basis of growth and giving. These are not at all invalid criteriato use in evaluating pastors, but they should be only one part of the process. Stalledgrowth does not necessarily mean poor leadership, and increased growth is not alwaysindicative of good leadership.

5. Including uninvolved church members in the evaluation process. I’ve seen churchescreate personnel committees of business leaders who know how to evaluate personnel,but who seldom if ever attend church. Unfaithful members should not carry thisresponsibility.

6. Emphasizing only the negative. You can wear out a good pastor by continually dealingwith negatives while failing to point out the numbers of people who continue to love andfollow him.

7. Pointing out concerns, but offering no helpful corrective steps. Evaluations should begodly and redemptive – offering hope and help for a pastor who needs both. Whenevaluators have no plan to help overcome the negatives, you essentially say, “We’re notmuch interested in helping you.”

8. Evaluating on the basis of hours in the office. Frankly, some of the best pastors I knowaren’t in their office much; they’re outside the church walls doing outreach.

9. Failing to ask about the pastors’ spiritual walk. We assume all is in order here, andthen quickly address other organizational issues. We miss an opportunity to minister tothe shepherds when we don’t talk about their spiritual practices.

10. Failing to check out available resources for evaluation. Some churches spend toomuch time trying to figure out how to evaluate a pastor. Do a search for “ways to evaluatepastors,” and you will find resources. They may not always be inexpensive, but they willoften help you save time.

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Staff Review Outline

Clarity is key to a good evaluation, where both parties are clear on the role and responsibilities of the pastor as defined in a comprehensive job description. The purpose of the annual ministry review is to affirm or revisit the responsibilities attached and set agreed upon realistic yet visionary goals for the year ahead. If your church has established core values well understood by leadership and congregation alike, celebrating the living out of these values can make for a positive review experience. The objectives should be:

1) To have a mutual and honest evaluation of the staff member’s previous year’s effectiveness inministry based on the responsibilities described in their Job Description and in light of the Goalsand Objectives that were established at points during the year.

2) To negotiate any revisions to the Job Description and to establish a list of Goals and Objectivesunder each category for the coming year. To also negotiate an appropriate plan of meeting in thecoming year in order to monitor progress and to, if necessary, adjust these Goals and Objectives.

3) To discuss Personhood Issues relating to the staff member’s feelings about:their work and how it relates to their sense of personal health and well-being, their relationships with other staff and with the congregation, their balance of work with family and personal life etc.

4) To discuss Spiritual Issues concerning how their work relates:to their on-going discovery of their spiritual gifts and sense of calling, to whether they are finding joy and spiritual fulfillment in their work, to the depth of their personal walk with God.

5) To discuss any plans for education, enrichment or personal/spiritual counselling that wouldenhance the staff person’s effectiveness or satisfaction in their ministry.

6) To negotiate any requests for changes to their MOU or Employment Contract relating to hours ofwork, compensation, benefits, plans for leaves of absence or sabbaticals. etc.

Revised January 2005 AB Area Office9

Annual Ministry Review

Date of Interview _____________________________________

Staff Member ________________________________________

Supervisor(s) Interviewing __________________________________________________

Part 1 Evaluation of Previous Year

Evaluation Summary:

Areas of Responsibility From Job Description

Goals and Objectives Evaluation Notes

Revised January 2005 AB Area Office10

Part 2: Ministry Goals and Objectives for the coming year

Areas of Responsibility Goals and Objectives Notes

Revised January 2005 AB Area Office11

Part 3: Personhood Issues

1. How does your work relate to your sense of personal health and well-being?Has the stress of your work affected your health this last year?Do you look forward to going to work most days?How confident do you feel about your ability to meet the expectations of your job?

2. How would you describe your feelings about the team you work with?Are there some relationships that have been especially difficult this last year?In what ways are your personal needs for friendship met by your work relationships?

3. In what ways do you balance your ministry work with family and personal life?How does your spouse feel about your work?What things do you do that takes your mind off of work?Are you getting enough exercise?

Part 4: Spiritual Issues

1. In what ways has God been speaking to you about your calling and the ministry fit of yourpresent job?

2. What things bring you the experience of joy in your ministry?Is there anything that oppresses you spiritually in your work?

3. Have there been any extraordinary aspects of your spiritual experience this past year?What have you done to maintain a devotional life this last year?Are you satisfied with your walk with God?

Part 5: Personal Development Strategies

1. Are there any books that would be important to read in the next year that would help you inyour ministry?

2. Are there any opportunities for education or enrichment that you should apply for in thecoming year?

3. Would you benefit from any personal or spiritual counselling?

Part 6: Recommendations Concerning the Employment Contract

1. Hours of employment

2. Compensation and Benefits

3. Anticipated leaves, sabbaticals, retirements, etc.

4. Intentions concerning renewal of contract/future on this staff?

Revised January 2005 AB Area Office12

MEMORANDUM OF UNDERSTANDING

This document is intended to serve as a discussion templatefor the purpose of establishing or reviewing an employment contract

between a congregation and a pastoral team member.

Prepared byThe Alberta Regional Office of Canadian Baptists of Western Canada

212, 9333 50 Street, Edmonton, AB, T6B 2L5Phone (780) 462-2176 Fax (780) 465-6078 or email abarea@cbwc.ca

Revised 2015

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Memorandum of Understanding

(Sample)

A. This Memorandum of Understanding shall be binding upon the Pastor,__________________________ and _____________________________ Churchfor twelve (12) months beginning _____________________________ and ending__________________________.

B. SALARY:

Salary (including housing allowance) per year:

A. ALLOWANCES:

1. Housing Allowance: The church shall provide a housing allowance basedon the “fair rental value” including utilities, as obtained by the pastor andgiven to the church at the time of preparation of the church’s budget for thenext fiscal year.

2. Car Allowance: The church shall provide a car allowance based on thenumber of kilometers traveled by him/her for church business, at the currentrate* for the first 5000 km and the lesser rate for over 5000 km. (This shall notinclude daily travel to or from his/her home and church office. Coverage foradditional daily meetings or visits is at the discretion of the Senior Board.)Reimbursement shall be made on receipt of itemized monthly kilometer claimforms.

Current government rates can be found at http://www.cra-arc.gc.ca/tx/bsnss/tpcs/pyrll/bnfts/tmbl/llwnc/rts-eng.html

3. Computer & Book Allowance: The church shall pay up to _______ peryear for the purchase of computer software/books by the pastor. The itemspurchased shall become the personal property of the pastor. Reimbursementshall be made when receipts are submitted.

4. Telephone/Cell Allowance: The church shall pay all church-relatedcharges. Reimbursement shall be made when receipts are submitted.

5. Hospitality Allowance: The church shall pay up to $_______ per year forexpenses related to hospitality. Receipts are required for reimbursement.

6. Pastoral Housing Acquisition Assistance: In some regions congregationschoose to provide one of the following to assist the pastor to obtain suitableliving arrangements:

(a) Provide a loan which is to be repaid in full with interest based uponthe increase in value of the home when the pastor leaves the employof the congregation.

(b) Take an equity position in the house, which means the congregationowns a certain percentage share of the house, and when the pastor

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leaves the employ of the church, the congregation receives that samepercent share of the sale price of that house.

7. Duration of the Above: A pastor is only eligible for items 1-6 for the specificperiod that the pastoral staff member is fulfilling the services of his or heremployment.

B. PENSION AND INSURANCE BENEFITS:

1. Provincial Health Care Premiums:

The church shall pay 50% of the annual premiums for the family plan. Thepastor shall pay the remaining 50%.

2. Canadian Baptists of Western Canada Extended Health and Dental Plan:

If the pastor chooses to participate in the plan, the church shall pay 50% ofthe annual premiums for the family plan; the pastor will pay the remaining50%.

3. Canadian Baptists of Western Canada Long -Term Disability Insurance:

The church shall pay 100% of the annual premiums.

4. Canadian Baptist Pension Plan:

The church and the pastor shall each contribute an equal amount of 6% ofsalary including housing allowance.

C. PROFESSIONAL DEVELOPMENT:

Professional development is essential to the well-being of the individual, thedenomination, and the congregational life of the church. It includes annual studyleave which will benefit both the individual and the church goals.

1. The Pastor shall be entitled to the following days leave for professionaldevelopment:Year One: 0Beyond Year One: 7 days per year, cumulative to a max. of 14 days.

2. Specific times are to be negotiated with the Senior Board.

3. A professional development account will be held to fund a study leave, with______________________ per year being deposited, which will accumulateto a maximum of three years. Receipts must be submitted for payment.

4. Sabbatical leave: The Senior Board is open to the negotiation of such leavebased on the Sabbatical Leave Plan of the CBWC as defined in theYearbook.

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D. ALLOCATION OF TIME:

Time away from specific duties relative to __________________ Church shall benegotiated directly with the Senior Board.

1. Specific Responsibilities:

It is expected that the primary responsibilities of _______________ (name)will be _______________________________________________________and the number of hours worked per week will be _____________________.

As she/he fills these responsibilities she/he will be responsible to the_______________________ (Senior Board) and the primary contact will be________________________.

2. Annual Vacation:

The Pastor is entitled to four (4) weeks vacation time, including a maximum of4 Sundays. Vacation times are to be negotiated well in advance through theSenior Board. Vacation days must be used in the specified 12 month periodending ______________, unless negotiated with the Senior Board.

3. Paid Statutory Holidays:

If the Statutory Holiday falls on the pastor’s normal weekly day off, the pastoris entitled to take another day off as soon as possible during the holiday weekbut may be accumulated to a maximum of two days:

New Year’s Day Family Day Easter (Friday or Monday) Victoria Day Canada Day Heritage Day Labor Day Thanksgiving Day Remembrance Day Christmas Day Boxing Day

4. Weekly Days Off:

The Pastor shall take a minimum of one full day, with anticipation of anadditional two half days off with pay, each week.

Normally during this time other arrangements will be made for pastoral careand emergencies, and no meetings, which the Pastor would be expected toattend, will be scheduled.

5. Sick Leave:

a) Casual sick leave for brief illness will be allowed with pay.b) Prolonged absence due to illness should be negotiated with the Senior

Board, taking into consideration the length of prior service and theexpected duration of the leave.

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6. Personal Leave:

Special emergency leave may be negotiated with the Senior Board uponrequest.

7. Allowances:

Allowances cannot be carried from one twelve month period to another. Thisapplies to vacation, statutory holiday, quarterly Sunday, and weekly days off,as well as personal allowances for computer, book, and education unlessotherwise specified in this document.

E. DENOMINATIONAL PARTICIPATION:

1. Canadian Baptists Of Western Canada Assemblies, CelebrationDinners, Leadership Forums and Regional Assemblies & Seminars:

It is expected that the pastor will attend these conferences as part of his/herregular pastoral responsibilities; registration fees (including spouse) will bepaid by the church. All travel and accommodation costs will be reimbursedwhen receipts are submitted.

2. Banff Pastor’s Retreat:

The Pastor and spouse are encouraged to attend this retreat. The church willpay registration fee. All travel and accommodation costs will be reimbursedwhen receipts are submitted.

F. MINISTERIAL PROTOCOL MANUAL:

As mandated by CBWC Assembly, all ministry staff members of CBWCcongregations and ministries must adhere to the Ministerial PoliciesProcedures and Protocol document of the denomination. This document isregularly reviewed by the Ministerial Credentials Committee and any changesmust be approved at Assembly. Ministry staff personnel are required to befamiliar with and adhere to these protocols as the church/ministry belongs tothe CBWC and, in most cases, the CBWC holds their credentials. Printedcopies of this document may be acquired through your CBWC regional officeor it can be found online at www.cbwc.ca.

G. ANNUAL REVIEW AND ASSESSMENT:

There will be an annual review and assessment with the pastor. It will be carriedout by _____________________________ as part of an annual review andassessment of all church ministries.

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H. GRIEVANCE PROCEDURES:

The Pastor may find him or herself needing to seek clarification of the terms ofthis agreement or need to open other areas for discussion. Questions should bedirected to _________________. All grievances will be dealt with openly andwith respect, toward the mutual satisfaction of both parties.

I. TERMINATION OF EMPLOYMENT:

Giving notice in writing to either party of not less than three months notice mayterminate this Memorandum of Understanding.

J. MEMORANDUM OF UNDERSTANDING ADAPTATION:

If there is an intention to materially adapt this Memorandum of Understanding it isunderstood that the parties involved will seek the advice of the CBWC Director ofAdministration and Finance and/or their Regional Minister.

K. MEMORANDUM OF UNDERSTANDING CONTINUANCE:

This Memorandum of Understanding will continue in force until such time as anew Memorandum of Understanding is negotiated or either party terminates theposition.

L. REVIEW:

____________________ and ______________________(title) shall review thisMemorandum of Understanding annually.

M. INTENT:

It is the intent of the parties to this agreement that the terms and conditions ofthis agreement shall be interpreted generously and any variations to such termsand conditions shall be implemented by mutual agreement of the parties.

N. SIGNATURES OF AGREEMENT:

With the following signature, I hereby register my agreement with the terms ofthis Memorandum of Understanding.

_____________________________ _____________________________ Officer of the Church Date

_____________________________ _____________________________ Officer of the Church Date

_____________________________ _____________________________ Pastor Date

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Separation Agreement with Outgoing Pastor

1. Upon my resignation, effective ___________________________ (d/m/y), I will step aside from all thepastoral, leadership and administrative responsibilities that I have participated in as a member of thiscongregation.

2. I recognize that during the interim period before another pastor is called, the congregation will require time toadjust to my absence as well as discover their own strengths. They will need to determine, without myassistance, the direction they wish to go and the type of pastor who will best take them in that direction. I agreethat it will be the Senior Board’s responsibility to make provision for interim pastoral, leadership andadministrative ministries for the congregation.

3. I agree that I will not officiate or assist at any baptism, wedding or funeral in this congregation in the futureunless there is consent from the church leadership and/or pastor. I will not provide pastoral opinion or advice,or respond to requests for pastoral opinion or advice from staff or church attendees that would contribute tocongregational division or to put other pastors in an uncomfortable position. If, and when, I regularly attendthis church in the future, it will be as a worshipper and participant, and with consent from church leadership.

4. I will not speak to, listen to, or solicit uncomplimentary remarks concerning the interim pastor or futurepastors. I agree not to become a sounding board for other staff members in the future.

5. I give permission to the incoming pastor to approach me to express concern about my participation or inviteme to assist in specific responsibilities under his/her leadership.

6. I will remove my library and other personal possessions from the office by (d/m/y).Items that belong to the congregation will remain in the office. I will return all keys, security passwords etc. tothe chairperson of the board by the above date.

___________________________________ Signature of Pastor

___________________________________ Signature of Board Chair

___________________________________ Date

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Inviting Faith. Acting in Mercy. Cultivating Leaders.