Three to Get Ready

TABLE OF CONTENTS

2. Thou shalt follow thy plan so that all thy tasks will be done and thy program shall be a success.

3. Thou shalt communicate what thy plans are lest the members of thy group think thou art secretive and thus do not support thee.

4. Thou shalt delegate responsibility as well as work diligently thyself.

5. Thou shalt chair thy meetings in an orderly and responsible manner lest things do get out of hand.

6. Thou shalt open and close thy meetings on time.

7. Thou shalt listen to others lest thou believest that only thine own ideas will work.

8. Thou shalt be flexible.

9. Thou shalt praise work well-done.

10. Thou shalt maintain a sense of humor lest thou believest a fallen plan doth end the world.

I.N. and J.S.

February, 1994

As the content of this manual was planned, it became clear that three elements are needed for a leader to get ready. That brought to mind the childhood jingle

Hence the title of this manual, THREE TO GET READY.

Those three required elements are DEDICATION,

PREPARATION, and

COLLABORATION!

WHY THIS MANUAL

The market is filled with leadership resources for most situations; so you might ask, "Why one more manual?"

Our assessment is that most books or manuals on leadership have been directed toward persons who have previous training in basic leadership and organizational skills. Little appears to have been published for the person who has never been a chairperson of a small committee -- much less responsible for a major program.

This basic manual has been written with such persons in mind, in the hope that beginning leaders can develop successful meetings, workshops, programs, and study courses. We believe this manual, although designed for the novice leader, also might prove to be a useful guide for anyone with responsibilities for planning programmatic events.

While organizing programs isn't hard, planning ahead and then following those plans are important and necessary tasks. The purpose of this manual is to outline the planning steps for most events.

We recommend that, once planning skills are mastered, the reader of this manual study other materials which are written for more experienced leaders.

INTRODUCTION

Good meetings don't "just happen." SOMEONE has taken the time and effort to think through the necessary actions that must be taken, the reports that need to be received, and the other business which must be transacted.

SOMEONE has determined the purpose for the meeting. SOMEONE has asked such questions as "Why are we meeting?", "What is the purpose of the meeting?", "Who should attend?", "What are our next steps?", "Who is responsible for the next steps?".

Good leaders plan ahead. They think ahead. They discuss with other persons what needs to be accomplished. They contact everyone who has been assigned responsibilities to make sure that all is in order. They plan an agenda and share it ahead of time with all persons who are included on it.

Good leaders "hang loose". If things go awry, probably life will go on! Make the most of the situation at hand - and go on with it.

Laugh a little.

Keep all in perspective.

Plan ahead, but roll with the punches if it doesn't work out.

"The best laid plans of mice and men ...."

a. Clear dates through Council on Ministries or other coordinating organizations.

b. Put dates on church calendar.

c. Publicize dates frequently:

d. Stay with planned meeting dates unless changing them is absolutely necessary.

a. What do you want to happen?

b. What actions need to be taken?

c. What unfinished business is there?

d. How are you meeting the goals of your organization?

e. How are people feeling about the organization?

f. Are you involving many people, or are a "select few" running everything?

(See 'Order of Business' in chapter on Parliamentary Procedure.)

a. Check with other officers and committee chairpersons for items to be placed on agenda.

b. List action items first, followed by information items.

c. Persons responsible for each agenda item should be notified in advance of the meeting so that they have adequate preparation time.

d. On the printed agenda, place the name of the person responsible for each agenda item.

e. Set a time limit for each agenda item, and STAY WITH IT.

Send a copy of the agenda to all members prior to the meeting. This not only helps the persons on the agenda, it gives opportunity to all members to be aware of important decisions which are to be made. They have a chance to consider that decision in advance. (See "Sample Agenda", page 6. )

a. Ask who else has another viewpoint or information to share.

b. If some are not participating verbally in the meeting, encourage them to do so.

c. Keep the discussion on the issue before the group. When the conversation strays, the chairperson has the responsibility of calling the group to order by saying something like, "We are talking about matters that are of importance to us; however, the motion before us is....We can deal with this other business later if you wish it to be an agenda item."

Starting late because certain persons have not arrived is unfair to those who have made the effort to be on time. In a real sense, it is stealing their time. Ending on time is of equal importance. People have other commitments and responsibilities. Since they have made the effort to attend, keep faith with the ending time agreed upon so they can be on their way.

COMMITTEE MEETING

October 2,1993

First United Methodist Church

9:00 am Coffee Hospitality Committee

9:30 Devotions Mary

9:45 Call to order Chairperson

Introduction of Guests and New Members

9:50 Minutes Secretary

9:55 Financial Report Treasurer

ACTION ITEMS

10:00 Share Day's Agenda Chairperson

Additions - Corrections

10:05 New Purchases Committee Simon

10:20 Rock-A-Thon Committee Jack

10:30 Building Committee Betty

INFORMATION ITEMS

10:45 Rummage Sale Results Margaret

10:50 YMTF Report Joe

11:00 Community Survey Marshall

11:10 Bible Marathon Bob

11:30 Long Range Planning Jose

12:00 pm Adjourn

A knowledge of the basic principles of parliamentary procedure is a must for every leader who conducts a meeting. Enabling members to participate fully in the business of the meeting is equally useful for each member. Someone has said that parliamentary procedure is common sense used in a gracious manner. Parliamentary procedure has also been called the good manners of a business meeting. We need to use common sense along with our knowledge of parliamentary procedure in order to create an atmosphere in which decisions can be made and business carried on in the most effective way. Parliamentary procedure should be an enabling tool rather than a restrictive form.

There are four basic principles of parliamentary form.

- courtesy and justice to all;

- consider one thing at a time;

- the minority must be heard; and

- the majority must prevail.

ROLE OF THE PRESIDING OFFICER

The presiding officer plays an important role in any meeting. Upon that person rests much of the responsibility for creating an atmosphere to enable each person to feel at ease and free to participate. The presiding officer must remain impartial and refrain from discussing issues. When it is essential for the presiding officer to enter into debate, that officer must ask the vice chairperson to assume the chair. When this is done, the presiding officer does not reassume the chair until that item of business has been completed.

Other responsibilities of the presiding officer are to:

1. Make plans, including an agenda, for each meeting .

2. Notify each person who is expected to be on the agenda.

3. See that meeting notices of date, time, and place are sent early to each member. Send an agenda with this notice, if at all possible.

4. Preside at the meeting and conduct the business in a fair, impartial manner.

5. Organize, delegate, and supervise the work of the group.

6. Do follow-up work as required.

7. Plan for evaluation of the work of the group and/or its special events.

8. Serve as an ex-officio member on committees except the committee on nominations.

With the exception noted above, the presiding officer never "turns the chair over to" anyone, not even the program chairperson. At the appropriate time, the presiding officer introduces the program chairperson who then proceeds with the program; but the presiding officer remains in control and still has responsibility to keep order and to close the meeting.

ORDER OF BUSINESS (See "Developing Agendas", Chapter 1)

The order of business may vary according to the needs and rules of the group, but a basic order of business follows.

1. Call to order. Say, "The meeting will please come to order."

2. Prayer or meditation, if customary.

3. Minutes, read by the Secretary. If minutes have been distributed in written form, the group may be willing to dispense with reading them. The presiding officer asks, "Are there any corrections?" If not, then state, "The minutes are approved." If corrections are made, then state, "The minutes are approved as corrected."

4. Correspondence, read by the Corresponding Secretary, if there is one, otherwise read by the Secretary.

5. Treasurer's Report. The Chair states, "The Treasurer's Report will be filed for audit." We do not "approve" the report of the Treasurer, for our limited examination will not allow us to know whether it is accurate. After careful examination, the auditor will know whether the report is in order.

6. Reports of Officers

7. Reports of Standing Committees

8. Reports of Special Committees and Task Groups

9. Unfinished business

10. New business

11. Program, if there is one.

12. Adjournment.

MOTIONS AND AMENDMENTS

About eighty percent of all motions are main motions. There are eight steps for processing a motion.

1. Request recognition by the presiding officer.

2. Be recognized.

3. Make a motion saying, "I move that...."

4. Another member seconds the motion by saying, "I second the motion."

5. The presiding officer restates the motion.

6. The motion is open for discussion. The maker of the motion has the privilege of speaking to the motion first, as well as speaking last to close debate.

7. The presiding officer calls for a vote on the motion, taking affirmative and negative votes, as well as abstentions.

8. The presiding officer must announce the results by saying that the motion is carried or lost.

Motions may be amended, of course. An amendment is treated the same way as a motion. Action is taken on the amendment and then on the main motion as amended. No more than two amendments can be pending at one time. When there are two amendments, action is taken on the second amendment, then on the first amendment and then on the main motion as amended.

PRIVILEGED MOTIONS AND SUBSIDIARY MOTIONS rank higher than the main motion and, therefore, must be considered ahead of the main motion. Privileged motions and some subsidiary motions may not be debated. These motions are listed in the chart in the order in which they take precedence.

Because they take precedence, a privileged motion must be considered first, a subsidiary motion next, then amendments and finally the main motion as amended.

EXAMPLE: Let us assume the following motions have been properly made and are before us.

I move that we hold a planning retreat.

I move to amend by inserting the words "two day" before the word "planning".

I move to refer this matter to the program committee and ask that committee to report at our next meeting.

Because the subsidiary motion takes precedence, it is in order even though there is a motion and amendment already on the floor and it must be considered first. If the vote is "yes" (to refer), then the whole matter is settled until it is reported at the next meeting. If the vote is "no" (not to refer), then the main motion as amended is acted upon. If the amendment has a "no" vote, then the main motion--as originally offered--is considered.

Subsidiary Motions

BASIC RULES OF DEBATE

VOTING

Votes may be taken by voice vote (with people saying "aye" or "nay") or by a show of hands or by rising to be counted. Votes may also be taken by roll call, ballot, or by consensus (i.e., all heads nodding, a sense of general agreement, etc.).

A majority vote means that more than half the votes cast are "aye" or "nay." A plurality vote is the largest of two or more numbers of votes cast.

ELECTIVE PROCESS

The first step in the elective process is to secure a committee on nominations. An elected nominating committee is preferred to an appointed committee, for it provides a better opportunity for a broad representation on the committee and is not seen as the "ins" protecting their self interests.

The committee on nominations must determine which positions need to be filled. Committee members must know the responsibilities of the position and the qualifications needed by the person filling the position. The next step is to consider persons for each position starting with the highest office and invite the most qualified person to serve. Be sure to obtain that person's consent to serve if elected. When all positions are filled, the ballot is prepared. At the meeting where elections are to take place, the chairperson of the committee on nominations will read the report of the committee. The presiding officer, not the chairperson of the nominating committee, will then ask for additional nominations from the floor.

When nominations have been received, or after a brief wait, if no other nomination is made, the nominations are closed. This may be done by a member saying, "I move that the nominations be closed," or by the presiding officer saying, "Hearing no further nominations, I declare the nominations closed."

We are now ready to vote. Voting by ballot is not a parliamentary requirement but is considered a wise procedure. A ballot is a necessity when there is more than one nominee for an office. If there is only one nominee for an office, a member may say, "I move that the nominating ballot become the elective ballot." When ample opportunity has been given for additional nominations from the floor and when there is only one nominee for each position, this makes good sense. It eliminates having the tellers "go through the motions" of counting votes on a single slate. This allows the tellers to remain in the meeting and not miss a part of it.

When a ballot is taken, the tellers gather the ballots and retire to count them. At a designated time, the chairperson of the tellers (sometimes called the Head Teller) reads the report of the tellers. Then the presiding officer, not the chairperson of tellers, declares persons elected to the respective positions.

It is a mistaken courtesy to move that a unanimous ballot be cast, as it forces those who did not vote for the candidate to submit to transferring their vote and appear to vote for the candidate when, indeed, s/he did not.

COMMON ERRORS - PREFERRED

Using "I" Say, "The Chair" or "Your President."

The Chair presenting business, Another member should present.

President not turning meeting over She presents Mr. Doe, who has to the Program Chairperson charge of the program.

Being overly formal Create a relaxed atmosphere.

Saying "old business" Say, "unfinished business".

Saying "I make a motion" Say, "I move that . . ."

Seconding a nomination Nominations need no second.

Saying "vote by acclamation" Say, "by voice".

Saying "vote by usual sign" Specify the method to be used.

Saying "vote by secret ballot" A ballot is secret.

Saying "those contrary to" Say, "those opposed to".

Seconding committee reports They need no second.

Allowing a meeting to get out of hand Keep business session moving.

Saying "You are out of order" Say, "the motion is out of order."

Using parliamentary procedure enables and should be seen as a help rather than a hindrance in handling business. Don't be afraid of parliamentary procedure. Learn enough about it, practice it, and it will soon come naturally to you. Never let parliamentary procedure become an end in itself, for then it would just get in the way. Make it work for your group.

The use of parliamentary procedure ensures the right to be heard. A group in session must be able to hear a concern, function as a sounding board for ideas, strive to keep from hurting people, and make decisions. Through discussion, safeguarded by parliamentary procedure, the process of decision-making takes place.

ALTERNATIVES

One source which offers some alternatives to parliamentary procedure is Welty's Book of Procedures for Meetings, Boards, Committees & Officers by Joel David Welty (Aurora, IL: Caroline House Publishers, Inc., 1982). Mr. Welty has a chapter entitled "Commonly Used Meeting Processes" (pp. 203-234). Several of these processes are listed and described here to offer some alternative ways of conducting business in large and small groups.

Informal Discussion

This process begins with someone stating a problem or concern. If the group decides informally that this concern is worth pursuing, then members of the group share information they have about the concern or problem. Usually, the group then lists alternatives for dealing with the concern and explores the feasibility of each alternative. One of the alternatives is selected, often by consensus, as the course of action.

Nominationless Election

This procedure can be used to nominate persons for a task or to make decisions.

Each person is given a blank piece of paper and is asked to write the names of three persons (or three courses of action) on it. The papers are collected, and someone counts the "votes" aloud while someone else records the votes on a chalkboard or piece of newsprint. Persons or choices receiving multiple votes are so indicated with a checkmark or asterisk or other symbol. If no person or choice receives a majority of votes, persons vote again by indicating three names or choices. The process is repeated until one person or choice receives a majority of the votes.

Round Robin

Each person in the group is asked to make a statement about her/his opinions/feelings/preferences regarding the issue at hand. This process provides each person the opportunity to make a contribution to the discussion and provides everyone the opportunity to identify differences as well as the commonalities which provide the basis for decision-making.

Mr. Welty identifies other procedures such as brainstorming, holding a hearing, holding a closed meeting, and negotiating a consensus. Each of these is an alternative to the method of debate which is usually associated with parliamentary procedure.

HOW TO GET TO WHERE WE WANT TO GO

Now is the time to write goals for your group, and you wonder where to begin. What are the steps in goal writing?

Briefly stated, the process is:

• study the purpose
• determine the goals
• plan the action steps
• present proposed goals to the group
• include group suggestions in the goals
• present goals for adoption and
• assign responsibilities for implementing the goals.
  

The current goals should be evaluated before new goals are planned. You need to know if those goals have been reached or if some parts of them need to become part of the goals for the coming year.

CRITERIA FOR GOALS

It is one thing to write a goal statement and quite another thing to know that the goal will help move the group toward the desired end. A goal statement should:

1. Be specific; state what needs to be done, who will do it, when it should be completed.

2. Suggest action; lead to a plan for action.

3. Be pay-off oriented; leave no doubt about the value of the goal.

4. Be realistic, reasonable to attain, possible to do.

5. Be measurable; be achievable.

6. Be rewarding, worth the effort for the responsible person.

WHAT NEEDS TO BE DONE?

Look at your purpose statement and decide what result(s) you want to achieve. Write those in a goal statement(s). A goal statement might be "By May 1 the Nominating Committee will recruit one youth and one young adult to work with the program committee." Measure this goal against the criteria. How does it measure up? Where should the goal be strengthened?

A group will need to develop a number of goals for itself. Once the goals are established, list them in priority order. Can all goals be worked on at the same time? If not, which ones need to be implemented first? And when will the others have time and money given to them?

ACTION STEPS

Now plan for action. List each step that needs to be taken to reach your goal. (Sometimes, these are called strategies.) Also list who is responsible for the action. Make sure the person who is to take this action knows of this task and accepts responsibility for accomplishing it by the specified date.

EXAMPLES OF PURPOSE AND GOAL STATEMENTS

PURPOSE STATEMENT: The purpose of the Work Area on Missions shall be to expand concepts of mission among the general membership and seek support for the global mission program of our church.

GOAL: By December 1, the Mission Work Area will plan and carry out two events that will help our membership articulate how our mission dollars help persons.

ACTION STEPS

OWNERSHIP OF GOALS

If your group is small, everyone can participate in establishing goals. Thus each person will feel an involvement in and obligation for their accomplishment. Each person will have ownership. However, if a small group writes goals for a large group, ownership may not come as easily. We cannot underestimate the importance of giving members of the large group an opportunity to study the "proposed" goals, react to them, and then refine the goals so that they reflect the wishes of the larger group and are owned by all. When a person feels ownership, that person then feels responsible for working toward the attainment of the goal.

ADVANTAGES OF USING GOALS

An exercise in goal setting as an end in itself can be a frustrating experience; but when goals are seen as a means to achieving results, goal setting becomes a task with high pay off.

Determining goals focuses attention on what needs to be done and leads us to making a plan to achieve our goals. Goals help us to be intentional in planning and carrying out our task.

Goals can be very useful to a person or a group of any size. Every group -- from a small committee to a large organization or business -- needs goals to help them know what they are going to do and how they are going to do it.

A goal is useful, too, in clarifying the general statement of purpose. Goals are specific in that they state exactly what needs to be done, when it should be completed, and who is responsible for doing it. A goal will show which plans must be long-range because their accomplishment will require a great deal of time to achieve and which goals can be reached in a short span of time and so are short range goals.

A third way goals are useful is in determining where the money will be spent and where time will be given. To reach a goal, priorities of time and money must be established. Some other good program may then become a lower priority.

Goals are also useful as a tool for evaluating both the ministry and the performance of those responsible for carrying out the ministry.

Reaching a goal gives a great sense of satisfaction to those responsible for its achievement and shows that some progress has been made. Sharing these accomplishments helps the whole organization know what is going on and gives everyone a feeling of being a part of a group which is a vigorous, alive, and working group.

Still another way goals may be useful is that they give people a broader vision of what we are about. If old patterns of work are left behind and new goals are implemented, amazing results are often seen. People are freed to do great things.

CONSEQUENCES

We have considered some of the positive aspects of goals and how they are useful to a group. Let us realize also that there are some other aspects of which to be aware.

Ministries coming from goals are given priority and affect the use of available money and time. This may mean that on-going ministries will receive less time and money than before. This will affect not only the ministries but relationships between persons.

Another consequence is that goals may be seen as an end in themselves rather than as a means of moving in new directions. When goals are seen as an end, people often become so committed to them that they are unable to be flexible or see the whole ministry.

Goals should be seen as our minimum achievement. When they are seen as our maximum effort, they become limiting rather than enabling, thus restricting both our vision and our effort. Then, too, we may get carried away and develop too many goals. Be realistic about the number of goals needed to accomplish the desired results.

SUMMARY

Goals help us be intentional in our work. They are an important tool for helping a group decide what needs to be accomplished and how to move to get the desired results. Patience, understanding, and practice are needed. Effective goals are worth your efforts.

INTRODUCTION

A significant amount of work must be done before the major program which you are planning occurs. How will your committee do its work? How and when will all the work get done? Will everything be in readiness when the event occurs?

First, make a list of everything that needs to be done; then determine the date when each task needs to be completed. This is called a time-line. Developing a time-line includes determining the tasks which must be done, deciding when these tasks must be completed, and assigning responsibilities for doing them. This time line becomes a checkpoint to insure that each task has been accomplished on time.

When developing a time-line, start with the last thing that happens and work backward. This will help avoid the "crunch" at the end when too much work has been left to the last minute.

TIME-LINE OUTLINE

PLAN YOUR WORK - AND WORK YOUR PLAN.

AN EXAMPLE OF A TIME-LINE FOR A SPECIAL CHURCH PROGRAM

WHEN WHAT WHO

Sept. 1 Check church calendar for availability of the church for Dec. 4. Cathy

Sept. 1 Check pastor for her/his availability Dec. 4. Lynn

Sept. 5 Program Committee meets, determines speaker and special

music, assigns responsibilities for publicity, registration

& hospitality. Convened by Melissa

Sept. 10-30 Confirm speaker & special music. Get details to Publicity Comm. Melissa

Oct. 1 Publicity Committee meets and assigns responsibilities for flyers

and media announcement. Convened by Alan

Oct. 1-15 Prepare flyer for distribution to all members of congregation.

Include registration blank. Place notice in church bulletin. Publicity Committee

Oct. 15-30 Article describing program submitted to local newspaper. Publicity Committee

Nov. 1 Hospitality Committee meets and assigns responsibilities. Convened by Richard

Nov. 15 Put reminder of program in church bulletin. Publicity Committee

Nov. 25 Deadline for receiving registrations

Dec. 1 Check last minute details. Planning Committee

Dec. 4 Special Program Entire Congregation

Dec. 7 Evaluation Meeting Convened by Melissa

INTRODUCTION

We often hear the phrase that a chain is only as strong as its weakest link. This surely does apply to programming. The best laid plans of many people occasionally go awry because someone did not carry through with her/his responsibility.

However, we can have an effective, functioning committee by following some simple guidelines from the time the nominating committee first meets until the term of office is completed. (Incidentally, having GOOD people on the nominating committee is basic. The nominating committee is often called the most important part of the organization.)

NOMINATING COMMITTEE PROCEDURE

1. Define the job.

2.Define skills needed for this job and brainstorm the names of persons who have those skills and are able to do the job.

3.Select the nominee.

4. Decide who will talk with the nominee and when they will do it.

RECRUITING PROCEDURE

1. Call on the nominees in person when asking them to accept a position.

2. Tell her/him why you believe s/he is the right person for the position.

3. Describe the job as completely as possible.

4. Be honest about the amount of effort and time involved in fulfilling the responsibilities of the position.

5. Give the job the importance it deserves. (Note: It's not too flattering to be told the job you've been asked to do doesn't amount to much.)

6. Talk about the results you hope for in the position you're offering.

7. Talk about the goals of your organization - what you hope will happen in the next year (or four years if this is a quadrennial position). Share the vision you have for your group.

8. Talk about commitment. If the nominee cannot give adequate time to the position, then you should encourage him/her to say "no." Perhaps they can serve another time.

9. If there is a budget for the job, tell the nominee how much it is and how it can be used.

10. Allow the nominee to say "yes" or "no" without pressure.

TRAINING FOR THE JOB

1. Handbook(s) for the position should be supplied.

2. Inform nominee of available training opportunities. These may be offered through both the district and the conference. Give the date, time, and location as far ahead as possible to the nominee.

3. Training should involve no expense to the nominee. When possible, funds for developing leaders should be a part of the budget.

4. Make it as convenient as possible for the nominee to attend. Some things you might do are:

Furnish baby sitters.

Send in group registrations.

Form car pools.

5. Subscribe to denominational periodicals which are appropriate for the position. Each person receiving her/his own copy is helpful. If funds are limited, copies in your church library are essential. (See Appendix for index of resources.)

THROUGH THE YEAR

Be Supportive:

1. Keep in touch with the leader. Ask how things are going.

2.Ask if there's anything that would make the job easier or more fulfilling.

3. Thank her or him for special efforts.

4. Pass on praise you've heard about the work s/he is doing.

5. Give public recognition when work is completed.

When you accepted your present responsibility, you didn't know planning a study was part of the job; and now it is time to begin. You wonder where to start. Planning an effective study is not difficult but does require a significant commitment of time. The coordinator for Christian Global Concerns and/or the Work Area on Missions have responsibility for mission studies. The Education Work Area has responsibility for planning studies for Sunday School classes and other groups. The Stewardship Work Area or any other group in the congregation may decide to plan a unit of study for the whole church or a particular group.

The first step in planning a study course is to define the purpose of the course. You will need to answer such questions as

Why is this study presented?

What do you want the students to learn?

What do you want them to do when the study is completed?

What would you like to happen in your church as a result of the course?

Begin early to make your plans. Through the Council on Ministries or Administrative Council, include plans for your study class in the total church programming plans and in the calendar.

Decide for whom the class is intended.

Is it for women only?

church wide?

interdenominational?

for some other group?

The study will have greater appeal if the date, time, location, and program content are planned while keeping in mind the people who will probably attend.

IF THE STUDY IS TO BE A CHURCH WIDE STUDY, you will want to work with:

1. Programming decision makers (e.g., Council on Ministries, Age Level Coordinators)

2. Appropriate Work Area or other group

3. Planning Committee.

IF THE STUDY IS FOR UNITED METHODIST WOMEN, then work with:

1. the Mission Team (Executive Committee)

2. the Planning Committee.

IF THE STUDY IS FOR ANOTHER GROUP, you will want to work with

a planning committee and in cooperation with the decision makers in your congregation.

Planning a study is a big task -- much too big for one person. Use a committee to help you.

THE PLANNING COMMITTEE SHOULD BE COMPOSED OF:

Leader(s) of the study

Representatives of each group which is sponsoring the study

Others who can contribute stimulating ideas.

RESPONSIBILITIES OF THE PLANNING COMMITTEE

1. Establish the purpose for the study or event.

2. Clear the date(s). Make certain there are no major conflicts.

3. Set time and place for the study or event.

4. Secure leader(s). (See the next chapter on Securing Leadership.) Though you have the responsibility for planning the study, you will not necessarily lead the study. You, with your committee, are free to ask others to lead.

5. Plan for publicity. (See Sub-Committee Responsibilities at end of this chapter.)

6. Plan for hospitality. (See Sub-Committee Responsibilities at end of this chapter.)

7. Plan for worship. (See Sub-Committee Responsibilities at end of this chapter.)

8. Order study resources early - study books, study guides, audio-visuals, free literature, etc.

9. Plan for action from the study or event.

10. Make plans for evaluating the study or event.

11. Develop a time-line: Who will do what by when, with whom and how?

USE SUB-COMMITTEES

INVOLVE MANY PEOPLE.

WHO DOES WHAT AND WHEN?

Covenanting with Planning Committee Members

People have different ideas regarding WHAT needs to be done and HOW it needs to be done. The planning committee must discuss this when assigning responsibilities so that everyone present understands and agrees to their task and the tasks of the sub-committees. Distributing the work load equitably so that everyone shares the tasks is very important.

The following is a simple chart which helps demonstrate that all responsibilities are fulfilled and that all committee members are involved in this effort.

Notice that, horizontally along the top, all tasks are listed. Along the left side, all committee members are listed. The date when the task is to be done is noted in the appropriate box. Having this chart on newsprint for the use of the committee may be helpful.

WOMEN'S LUNCHEON MEETING on APRIL 15, 1993

WHAT THIS CHART SHOWS

a. No one is responsible for ordering resource materials.

b. All other tasks are cared for.

c. Lisa may be doing too much.

d. Cindy isn't participating.

A chart such as this has value in several ways:

Insuring that each task is assigned to someone.

a. This person may feel a "need" to do too much, may feel guilty when saying "No."

b. S/he may feel overburdened or "put upon."

c. The chart may help you say, "Lisa, it looks as though you are doing much of the work. Let's ask some others to share more of the responsibilities."

Identifying when a person is doing little or nothing. This presents you an opportunity to invite that person to participate.

a. Does s/he feel included in the group?

b. Does s/he believe her or his skills or interests are in other areas?

c. Did s/he feel "dragged-in" when s/he didn't wish to be part of this effort?

Enabling you to be sensitive to all members of the committee and aware of the efforts each is exerting so that a successful meeting/program will occur.

RESPONSIBILITIES OF SUB-COMMITTEES

AND SAMPLE CHARTS

PUBLICITY COMMITTEE

TASKS:

Determine WHO will do WHAT and WHEN the task must be completed.

Make plans for the types of publicity.

Set dates when publicity must be out.

WORSHIP COMMITTEE

TASKS:

+Determine what type of worship will be appropriate.

+Determine how much time is needed for worship.

HOSPITALITY COMMITTEE

STUDY RESOURCES COMMITTEE

TASKS:

Check with leader to see what study materials should be on hand.

Assign responsibilities for ordering and compiling resources.

WHAT MAKES A STUDY COURSE SUCCESSFUL?

1. Subject appeals to participants.

2. There are adequate resources.

3. A variety of techniques are used.

4. There are stimulating ideas.

5. Participants are involved by being given assignments.

6. Dates, times, places, and other plans are made clear.

7. Leadership is stimulating.

8. There is a plan for action.

SOME TEACHING TECHNIQUES

Map Study

Charts

Pictures- News clips

Games

Choral Reading

Drama

Records

Audio and Video Tapes

Films

Lecture

Questionnaire

Panel

etc.

OFF TO A GOOD START!

It's not so hard -

BUT

It requires early planning

AND

GOOD Preparation.

YOU ARE READY WHEN

Committee Work Is Done

Leader Is Prepared

Room Is Arranged

Materials Are On Hand

Worship Is Prepared

First Session Is Planned

Action Ideas Are Planned YOU are OFF and RUNNING. . . .

Contracting

INTRODUCTION

Successful programming depends upon securing good leadership. Good leadership depends upon the leader or resource person being informed about the purpose and expectations for the program. Communicating to the leader or resource person as many details regarding the event as possible, in addition to defining the results your group expects from the program, is an essential ingredient toward creative and responsible leadership.

The simple art of communication is one of the most misunderstood and misused skills. Most of us frequently assume the other person has more information or experience than s/he actually possesses. Your responsibility is to give as much information as possible to the leader and to encourage the leader to inform you when s/he needs more information.

When making an agreement with your selected leader, the following steps may assist you:

For example, if you are planning a Council on Ministries retreat, are you wanting to set goals for this year? Or is a long range plan for your church to be developed? Or do you simply want community building? Many programs fail because the outside leader has inadequate or inaccurate information regarding the expected results of the meeting.

This should be done as far in advance as possible. The earlier you plan, the greater are your chances of securing good leadership. Qualified leaders are usually busy people whose schedules are "tight."

Keep this information confidential until you have secured a "yes" answer from one of the persons. (Many people do not like to be the third or fourth person who has been asked to do the job.)

Set a time limit for this task.

This should be done face-to-face, in writing, or by telephone, followed by a letter of confirmation which includes all the details mentioned and agreed upon in your conversations. If your first choice of leader indicated that s/he cannot accept the invitation, proceed to the next person on your list. Use the same procedure.

a. Let the leader know exactly what you want him or her to do.

Is there a theme for the event?

What is the purpose of the event?

What type of audience will there be?

Is the audience already informed about the subject, or is this brand-new material?

One of the most frequent errors is assuming that the outside speaker-leader knows your group.

b. Be precise about the length of time the leader will have.

For example: If your total program is one hour, tell the leader what the hour includes (announcements, business meeting, devotions, or special music, plus the speaker's presentation). Many leaders have arrived with preparation for much more time than is actually allotted to them.

c. Share the schedule for the entire event with the leader.

What other persons are participating?

What music will there be?

Are there to be separate devotions, or does the leader include a worship period in her/his presentation?

d. Include as much information as possible.

Where is the event to be held?

What date?

What time?

What are the facilities? If this is a workshop, can newsprint be put on the walls? How large is the room?

e. Is there an honorarium? How much is it?

(Note: The amounts of honoraria vary but should be adequate to cover incurred expenses at least.)

f. Ask the leader what equipment will be needed:

Extension cord, Newsprint, Lectern, Magic markers, Projector, Chart stand, Chalkboard, Masking tape, Screens, VCR and Monitor, Other....

g. Request that the leader respond as soon as possible. (In case s/he says "No," this gives you time to select another person.)

Example

Check out the working condition of all equipment prior to the day of the program. Have someone available who knows how to operate the equipment, if any is to be used. Also, having spares available (like a projector bulb or extension cord) is good insurance.

for the day by, for example, introducing the leader adequately (from the biographical summary obtained earlier) and checking to see if all necessary supplies are on hand.

identifying something in the program which was particularly significant or helpful for you or your group often is beneficial for the leader.

AN EXAMPLE OF A LETTER INVITING A LEADER

December 12, 1994

The Reverend Joanne Smith

498 Ross Road

Detroit, Ml 48236

Dear Joanne,

The Leader Development Committee of the Detroit Conference Council on Ministries is planning a legislative seminar to be held on April 9, 1995, at Central United Methodist Church in Lansing.

This seminar is to be called "Women - Off and Running." The goal of the day is to encourage women to become involved in the political arena in a variety of ways including running for elected positions.

We would like for you to give the keynote address and be the moderator for the panel (which immediately follows the address). Then, at the end of the day, we would like for you to present the closing statements which would basically challenge women to use their potential political power.

We anticipate an attendance of approximately 100 women. Basically, those in attendance will be elected district, conference, and local church leaders. The honorarium will be $.......

The schedule for the day has tentatively been set as follows:

9:30 Registration - Coffee, IMPACT Audio-Visual

10:00 Theological Reflection

10:30 Keynote Address

11:00 Panel

12:00 Lunch

12:45 IMPACT briefing

1:00 Workshops

2:25 Issue briefings

3:00 Wrap-up

3:30 Good-bye!

I am hopeful that you can arrange to be part of our day. I believe this can be an important day in helping women think through the possibility for them in politics and then doing something about it.

On a personal note, it would be exciting to have you as our speaker. Many of us wish your church were a little closer! However, we trust you are finding great satisfaction in your new place of ministry.

Looking forward to hearing from you soon.

Shalom,

Jane Doe

APPENDIX

BE INFORMED KNOW WHERE THE RESOURCES ARE

More effective leadership is possible when the leader has a broad overview of The United Methodist Church and is knowledgeable of the resources available.

PERIODICALS

The United Methodist Church has an abundance of excellent materials. The addresses of those most widely used are listed below.

Circulation Department

P. O. Box 320

Nashville, TN 37202

615-742-5104 www.umc.org/interpreter

P. O. Box 801

Nashville, TN 37202

615-749-6007 www.UMPub.org.com

(Bi-weekly news for and about Michigan United Methodists)

316 Springbrook Avenue

Adrian, Ml 49221 MICHIGAN_CHRISTIAN_ADVOCATE@ecunet.org

517-265-2075

(Social issues journal of United Methodism)

100 Maryland Avenue, N.E.

Washington, DC 20002

202-488-5632

(Published by Board of Global Ministries)

475 Riverside Drive, Room 1351

New York, NY 10115

212-870-3758

475 Riverside Drive, Room 1344

New York, NY 10115

212-870-3755

INTERDENOMINATIONAL PERIODICALS

(evangelical; published May, June, July, August, December, January)

465 Gundersen Drive

Carol Stream, IL 60188

312-260-6200

407 S. Dearborn Street

Chicago, IL 60605

312-427-5380

300 W. Apsley

Philadelphia, PA 19144

215-849-2178

(Church Women United bimonthly)

475 Riverside Drive, Room 812

New York, NY 10115

212-870-2344

P. O. Box 29272

Washington, DC 20017

202-636-3637

FREE TELEPHONE SERVICE

This the toll-free telephone information service for United Methodist leaders helps you obtain current church data and information about resources.

Call toll-free (1-800-251 -8140) from 8 a.m. to 4 p.m. (Central Time) Monday through Friday.

This is a toll-free long distance telephone service for persons who wish to ask questions or receive counsel about United Methodist curriculum resources. It provides a better understanding between those who produce and those who use educational materials.

Call 1-800-251-8591 from 8 a.m. to 4 p.m. (Central Time) Monday through Friday.

NOTE: Curric-U-Phone cannot accept orders for curriculum resources or provide information about orders. Write to your Cokesbury Service Center or call 1-800-672-1789.

ADDRESSES AND TELEPHONE NUMBERS OF AGENCIES

OF THE UNITED METHODIST CHURCH

DETROIT ANNUAL CONFERENCE

Detroit Conference Center

21700 Northwestern Highway, Suite #1200

Southfield, Michigan 48075-4917

810-559-7000 or 1-800-334-0544

For information or assistance regarding United Methodist programs, ask for a member of the Detroit Conference Program Staff.

GENERAL BOARDS AND AGENCIES

General Board of Church and Society

100 Maryland Ave., NE

Washington, D.C. 20002

202-488-5600

General Board of Discipleship

P.O. Box 840

Nashville, TN 37202

615-340-7200 www.gbod.org

General Board of Global Ministries

475 Riverside Dr.

New York, N.Y. 10115

212-870-3600 hwmin.gbgm-umc.org

General Board of Higher Education and Ministry

P.O. Box 871

Nashville, TN 37202

615-340-7200 www.umc.org/gbhem

General Council on Ministries

601 W. Riverview Avenue

Dayton, Ohio 45406

513-227-9400

United Methodist Communications

810 Twelfth Avenue South

Nashville, TN 37203

615-742-5400 www.umc.org

General Board of Pensions

1201 Davis St.

Evanston, Ill. 60201

708-869-4550

General Commission on Archives and History

36 Madison Avenue

P. O. Box 127

Madison, NJ 07940

201-822-2787

General Commission on Religion and Race

110 Maryland Ave., NE

Washington, D.C. 20002-5680

202-547-2271

Commission on the Status and Role of Women

1200 Davis Street

Evanston, IL 60201

708-869-7330

General Council on Finance and Administration

1200 Davis Street

Evanston, IL 60201-4193

708-869-3345

United Methodist Publishing House

201 Eighth Avenue South

Nashville, TN 37203

201 Eighth Avenue South

Nashville, TN 37203

1-800-672-1789 www.cokesbury.org

Concord Plaza

16184 Middlebelt Road

Livonia, MI 48154

313-425-8787

ITERDENOMINATIONAL AGENCIES

American Bible Society

Contact: 212-408-1225

National Council of Churches of Christ in the U.S.A.

Office of Information, 8th Floor

475 Riverside Drive

New York, New York 10115

2 12-870-2141

World Methodist Council

P.O. Box 518

Lake Junaluska, NC 28745

704-456-9432

World Council of Churches, USA Office

475 Riverside Drive

Room 915

New York, NY 10115

212-870-2533

THREE TO GET READY

Copyright 1981 by Irene Norris and Joyce Stanton

Revised January 1994

All rights reserved, including the right to reproduce this book or portions thereof.

Originally sponsored by Detroit Conference United Methodist Women and the Detroit Conference Commission on the Laity. Reprinted by the Leader Development Committee of the Detroit Conference Council on Ministries.