A PERSONNEL MANUAL

for the

FIRST BAPTIST CHURCH SARASOTA, FLORIDA

prepared by

James R. Martin

in fulfillment of the

CERTIFICATION PROGRAM

by the

NATIONAL INSTITUTE IN CHURCH FINANCE AND ADMINISTRATION

CANDLER SCHOOL OF THEOLOGY EMORY UNIVERSITY ATLANTA, GEORGIA

James R. Martin First Baptist Church

1661 Main Street Sarasota, Florida 34236

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TABLE OF CONTENTS

Preface The Po.licies Environment The Church Environment The Process

Theology of Personnel Administration

Objectives The Project The Manual

Evaluation of Project/Manual

Endnotes

Bibliography

Acknowledgements

Appendix 1. The Personnel Manual

Foreword to the Manual Table of Contents Personnel Policies Position Descriptions Personnel Related Forms

2. Appendix - Organizational Charts

EMORY UNIVERSITY

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PREFACE

The Policies Environment

In 1974, the Minister of Music-Administration of the First Baptist

Church of Sarasota, Florida and the Personnel Committee worked for

three months to write the first set of "Personnel Policies'' for the

church. These policies were adopted by the congregation and served

adequately for a period of time. Position Descriptions, or Job

Descriptions as they were called, were not considered to be a part of

the "policies." Instead, separate "descriptions" were written and

approved as staff positions were added or changed. During the eleven

years that ensued, minimal changes were made to the "policies'' as the

church was in a "stable''[1) mode.

Between 1974 and 1985, many changes were taking place in the

secular work-place which impacted the church. Personnel Administration

and Law was receiving intense attention from all sectors of the

economic and political arenas. "Historically, there was little need

for non-profits to study personnel law, because there was no federal

interest in the subject."[2) However, as changes were being made in

the secular field, more attention was being given to the non-profit

organization, both from without and from within. The management of

non-profits was beginning to be faced with the same problems and

concerns as their counterparts in the secular world. Change was

affecting every work-place and the church was not to go unnoticed.

Heretofore, the broad interpretation of the separation of church and

state enabled regulatory agencies to close their eyes to conditions in

1

non-profits. With the advent of the 80's, that condition began to

change dramatically.

Concurrently, many changes were taking place at the First Baptist

Church in Sarasota. A new pastor arrived in 1984, producing two

direct effects on the church and personnel administration. First, the

church began to grow at an unprecedented rate, creating the need for

additional staff. Secondly, although the pastor did not have a high

propensity for administrative detail, he did wish to have things done

''decently and in order." Both of these dynamics, during the course of

a few years, created a demand for someone to deal with supplementary

personnel policies. These factors, coupled with the changes

influencing the secular world, precipitated a desire on the part of the

Minister of Administration-Outreach and the Personnel Committee to

address the "policies" in order to accommodate church growth AND

changes in the law.

During this time of adding ministerial staff members, very loose

guidelines were observed. In some cases, persons were employed with

only a general outline of what the position entailed and no Job or

Position Description was written. "Mailana" was always the response

given to "when are we doing to do something about it?" As

Administrative staff positions were changed or added, some written

guidelines were established and approved. However, the structure was

still inexplicable and confusion was beginning to be the rule instead

of the exception. In some cases, a written job description was

understood by the employee and the supervisor, but not by the

congregation or other employees. In other cases, changes were being

2

made so quickly that annotating was not accomplished.

The initial goal relative to the policies was simply to update

them. However, with the passage of time since the inception of the

original policies, and with drastic changes taking place both

internally and externally, it was apparent that this was not possible.

It became obvious that a comprehensive Personnel Manual was required in

order to solve the dilemma. The manual would contain personnel

policies AND position descriptions. Suddenly, the task was substan­

tially greater than a simple work session with the Personnel Committee.

An event took place in the life of the Minister of Administration­

Outreach which facilitated the writing of a Personnel Manual. I

attended the Summer Session of the National Institute of Church Finance

and Administration in July, 1987. As part of the requirement for that

seminar and the criteria for certification by NACBA, a project was to

be undertaken and completed. Since two needs(the church's and

certification) can generate one outcome, the Personnel Manual is an

attempt to satisfy both.

The Church Environment

The First Baptist Church of Sarasota has a current membership of

1124 resident members. [This includes associate members--those who

maintain their membership in another church as well as in FBC,

Sarasota. This classification was developed out of a need to integrate

the "winter guests'' more fully into the life of the church.]

Additionally, the total membership contains a number of non-resident

and/or inactive members not included in the resident figure. The 1124

3

figure represents people who can actually be seen at least once during

the year.

The church is eighty-six years old and is located in the central

downtown district of the city. Sarasota's population is reported to

be 51,259[3] as of 1987. The city of Sarasota is located in the county

of Sarasota which has a population of 251,253[4]. The metropolitan

area is in a semi-tropical zone of the state of Florida. The primary

industry is tourism on a two-tier basis: short-term and winter

residents. The secondary/support industry is professional services:

banking; legal; accounting; medical; and investments. The community is

a cultural center on the southwest coast of Florida, seventy miles

south of Tampa. The aristocratic influence of other areas of the

country has been transported to Sarasota as people have migrated to the

warm climate. All of the arts are well represented in this small city,

which boasts of its own symphony, the largest youth symphony program in

the USA, the Ringling Museum of Art, many other art galleries, two

studio player groups, two dinner theatres, an opera

society/house/season, the Asolo state theatre, and the list goes on.

The membership and constituency of the FBC is, therefore, quite

heterogenous. All professions and trades are represented in the

congregation, with people coming from all strata of the socio-economic

environment. The median factor is weighted in favor of the upper-

middle class and lower-upper class. Key leaders in the church tend to

be the successful professionals in the community and/or retired

executives/professionals who have moved to Sarasota. The growth of the

church has been evenly distributed among singles, young adults, median

4

adults and mature adults. Consequently, from the writer's perspective,

the church is well-balanced in age groupings but above-average in the

educational, financial, and leadership factors. The church has a high

visibility in the community by virtue of its leadership base, location,

and missional impact.

The current staff is depicted in the organizational charts # 1 and

# 2 which are part of the appendices of this paper. All current

employees are members of the church, except the two custodians. The

Ministerial Staff enjoys a high professional status by the

congregation. Additionally, they are allowed a great deal of latitude

and authority in the administration of the church. Relative to

Southern Baptists, we are atypical in management style with authority

residing in the Trustees, Ministerial Staff and Deacons. This is

somewhat analogous to the Congress, Administrative Branch, and the

Judicial Branch of our federal government. I feel it is important to

take the time and space at this conjecture to emphasize FBC's

uniqueness as a Baptist church. The Ministerial Staff of FBC,

Sarasota commands more responsibility and final decision-making

authority than the average Southern Baptist Church. This aspect of the

church has a significant application regarding the tone of the

Personnel Manual.

I have served this church for seventeen years in three different

capacities. Although I was called to the be Minister of Music-Youth in

1971, I became the Minister of Music-Administration in 1975, after the

retirement of the Associate Pastor who had been the Business

Administrator. During the next twelve years, the duties of

5

administration became more demanding to the point that I was actually

the Minister of Administration & Music(time permitting). In 1987, my

position was changed to Minister of Administration-Outreach. All of

the Ministerial Staff ''enjoy'' the position of a primary and a secondary

responsibility. The unwritten assumption is that the secondary

position will be assigned to future staff members.

The mind-set of the church is one of professionalism and first-

class endeavors. As a result, the formation of a Personnel Manual

could not be approached in a casual manner. The amazing aspect of the

entire procedure is that we have survived this long in a state of

uncertainty. One event may explain why we have been unable to address

our increasing need to formalize personnel policies earlier than this

year. In 1984, the church experienced a "split." For the next three

years, we were constantly "behind the power curve" and were busy

addressing problems and not involved in strategic planning. Now we are

in an even stronger position than before the "split" and Long-Range

Planning is being initiated while this paper in being written.

The Personnel Manual had to be comprehensive and at the same time

flexible enough to accommodate the growth which is being experienced by

the church and expected in the future. These components, coupled with

the thoroughness expected by the leadership of the church and the

integrity of the NICFA, provided the writer with an extensive

challenge.

The Process

In order to conserve space, an outline form will be used to depict

6

the methodology and sequence employed in compiling and writing the

manual. The dates in parentheses are those depicting the dates on

which the respective event(s} took place. It is not my nature to

operate in a vacuum, nor would it be appropriate to write a manual

sitting in front of a word-processor. Therefore, the following will

briefly portray the processes, procedures, and resources utilized in

the drafting of the manual.

I. The A. B.

Personnel Committee of FBC (1-13-88} Recognition of the need for a more complete document Assignment to Church Administrator to expedite 1. Policies only to be presented in first draft 2. Justifications required if requested 3. Timeline - three months

II. The current staff of FBC, Sarasota A. Verbal survey of the need for up-dated policies (1-15-88} B. Problem(s} recognition (1-15-88}

1. Situations developed which were not covered in policies

2. Out-dated policies were obvious 3. Changes had occurred without policy updating

C. First group discussion with Administrative Staff (1-19-88} 1. General purpose announced in advance 2. Written input solicited from everyone

D. Individual conferences with personnel & Administrator (between 1-21-88 and 1-29-88}

1. To clarify purposes for policies 2. To elicit private reservations/concerns 3. To address individual positions

E. Second group discussion with Administrative Staff (2-2-88} 1. More specific details covered 2. Open question-answer period 3. Written responses requested and received

F. Second individual conferences with personnel (between 2-4-88 and 2-12-88}

1. Specific position description input from personnel 2. Input from Church Administrator 3. Consensus of opinion reached by both participants

G. Third individual conferences with personnel (between 2-17-88 and 2-29-88}

1. First draft copy review 2. Both employee and Administrator "sign-off"

III. First Draft of Personnel Manual A. Basic chain of presentation (3-9-88}

7

1. Preliminary discussion with the Pastor & approval 2. Presented to the Personnel Committee 3 . 4 . 5 .

Suggestions and inputs from Further attention by Church Did not contain Ministerial

committee Administrator Staff Positions

B. Work on First Revision (between 3-10-88 and 3-30-88) 1. Additional meetings with Administrative Staff 2. Consensus of opinion accomplished 3. Ministerial Staff Positions addressed

a. Input by all Ministers b. Approval by Pastor

4. Completion of first draft revision

IV. Presentation of Second Draft to Personnel Committee (4-6-88) A. Questions/Suggestions/Inputs from committee B. Work Session to determine final form

V. Final Meetings/Discussion with Administrative Staff (between 4-7-88 and 4-13-88)

A. Final questions/suggestions/inputs B. Any previously unforeseen problems addressed

*VI. Final Presentation to the Personnel Committee (6-15-88) A. Final questions and/or clarifications B. Second draft approved as presented

VII. Presentation to the Deacons and Trustees (6-29-88)@ A. Copies given in advance to both groups B. Presentation made a regularly scheduled meetings

1. Questions/Suggestions/Inputs from groups 2. Approval with minor changes

C. Personnel Committee and Staff concurred with changes

IX. Presentation to the Congregation (7-13-88)@ A. Copies made available in advance to those interested

1. Date/Time/Place published in advance 2. Response to questions by Personnel Committee and

Church Administrator a. Ground rules established at beginning of meeting b. Potential major changes to be referred to the

Personnel Committee 3. No major changes suggested

B. Adoption by the Church

X. Implementation (effective 9-1-88)@ A. Copies distributed to all personnel B. Effective date announced C. Effective date observed

@denotes tentative schedule

8

*This is the point in the process where these policies are being

submitted to NICFA. Originally the manual was to have been completed

prior to presentation at Emory. However, after re-consideration and

unexpected delays caused by questions from the Personnel Committee, it

is being submitted without all the required steps being taken to

effect implementation. There remains a good deal of ''selling'' to do.

Even though the majority of decision-making authority resides in the

staff and elected officials of the church, the final word in a project

of this magnitude comes from the congregation. Changes could be made

in the policies as they are currently printed. I will not speculate on

what will happen. Even if drastic changes are made, I feel confident

the church will have a document superior to its previous form. That is

an understatement since there was never a Personnel Manual, per se.

The content will be significantly different from previous policies, and

the position descriptions will be more clearly understood by the church

membership. If these objectives are realized, the project will have

been most worthwhile to all involved. Most of all, the personnel will

be positively affected.

THEOLOGY OF PERSONNEL ADMINISTRATION

The mission of any organization is its statement(s) of purpose

relative to what it wishes to accomplish and what kind of organization

it attempts to be. Strategies are those goals and plans which describe

how the organization will pursue its mission. Policies are the

official statements, expressed or implied, that guide decisions and

actions in a specific, consistent direction.[5] In my opinion, one of

9

the strategies which a church chooses to implement is the acquisition

and employment of human resources. These human resources engage in

missional activities, ministries and programs which facilitate the

realization of the church's mission. ''God has no hands but our hands,

each day his work to do."[6) The personnel of a church are the hands

of the body and one of its most valuable assets. How the church

relates to its members is its reputation; how it relates to its

personnel is its character. Personnel policies define that character.

Historically, employees of non-profit organizations were sustained

by a "sense of mission" which allowed them to accept low wages, minimal

benefits, and poor working conditions on the basis that such

circumstances were their ministry. However, many improvements have

been made during the past twenty-five years in the area of personnel

administration. Needless to say, these were long overdue. It is

ironic that the secular world had to "coerce'' the church and other

non-profit organizations into re-examining the treatment of their

personnel. Even though the end does not justify the means, neverthe-

less we have come to a new day in church personnel relations as a

result of secular practices and laws.

The church must use all of its resources efficiently and

effectively. It is responsible for the wise use of funds in: acquiring

property and buildings/equipment; caring for the needs of its members

and the community; providing ministries programs which give those

associated with the church an opportunity to grow as Christians while

serving their Lord and fellow man. The personnel of the church are its

human resources and the church is responsible for the development of

10

that asset. ''That seems to lend a spiritual responsibility to the

church not only to use God's money wisely but to be a partner in the

development of each staff member regardless of his or her task."(7]

Spiritual responsibility is NOT the attitude as expressed in an

adage I encountered early in my career as a minister: "a church staff

member should be poor and humble." That viewpoint was expanded by the

statement: "we(the church) will keep them poor and the Lord will keep

them humble.'' An analogy which I feel is appropriate at this point

states the position that ''charity begins at home.'' It is imperative

that the church and other non-profits adequately provide for their

staff. Not only is this the case concerning compensation, but the

conditions under which and in which the personnel perform their tasks

is equally important.

The Personnel Manual that is to follow has some trend-changing

concepts in it. Some of the benefits which are tendered in the

policies are new to the field of church personnel administration. Most

of them are common to secular employment. Why should the church be the

last institution to embrace the practices of modern day personnel

policies? Robert K. Greenleaf has succinctly stated his question

relative to servant leadership, which I feel has application to this

subject--"And could some churches thereby venture into the growing edge

positions that are crying out to be taken?"[8) I contend that the

church must be among the first, not last, to take the leadership in

advocating a change in position. Since history will not allow it to be

first, the church should at least be one of the emerging leaders. How

can we utter the cry of "injustice" or "unfair'' in the treatment of

11

other humans if our own record is blemished by inadequate personnel

relationships?

If the church is to attract the highest caliber of personnel to

fill its positions, it must compete with all the elements in the

marketplace. The church's objectives are worthy and honorable. They

contain the highest attributes of any organization on the face of the

earth. The objective of saving people from an eternal hell is not

envisioned by any other enterprise known to this writer. Consequently,

the treatment of church personnel should also contain the same level of

worthiness as those objectives. Since the church's purposes are of the

highest order, so should be its personnel. In order to command the

quality of personnel necessary to implement the strategies aimed at

achievement of those objectives, the church must provide the incentives

required to attract ''top notch" persons.

This position is not to lessen the "sense of mission'' which a

member of a church staff must have. I concur with Callahan's

definition: "mission is to the needs of all the people.''[9] However,

that sense of mission can be expressed in myriad ways, The most

prevalent manner is a person's working at a secular job and serving the

church as a volunteer. Volunteers are vital to a church's program and

their sense 6f mission is being realized as they serve. However, why

should someone be penalized in terms of financial rewards and benefits

because they choose to declare their sense of mission by working as a

paid member of a church staff? I declare that they should not!

Instead, "the labourer is worthy of its hire."[lO]

The principle of diversity of gifts is appropriate at this point.

12

Each person, regardless of the nature of his/her employment, brings

certain skills to the position. Callahan uses the terms of ''strengths''

and ''competencies''[12] to designate these skills. These are considered

primarily in the context of key leaders in the church. However, this

precept applies to the remunerated worker as well as the volunteer.

Each person is a unique combination of skills, abilities, aptitudes and

gifts plus a reservoir of the many forces which have impacted his/her

life. I like to think of individuals as being amoebas, each with a

different form resulting from the circumstances which have "shaped"

their lives.

Many of the qualities listed in the paragraph above may be applied

in either secular or church-related employment. A person with

abilities to organize news articles and sketches, prepare them in lay­

out form, and proof with a critical eye, can perform those tasks in the

advertising association office and/or the church office. There are

many other such analogies. The point is that many gifts have dual

application and each is a worthy endeavor. But in the church office,

some of the qualities are weighted as being more desirable. Some of

these are caring, supporting, giving and relational. It is the

"spirit" in which a skill is performed that distinguishes it between a

job or a ministry. I contend that all work performed in a church

setting is a ministry and deserving of the highest considerations and

status.

A person may be achieving self-actualization through working in a

church setting for less than optimum remuneration. That is all well

and good; but it is no excuse for less than optimum treatment by the

13

local congregation, denomination or para-church entity. I am

definitely a believer in McGregor's Theory Y[ll] assumption. Conse­

quently, I feel that people seeking employment in a church setting

will have above average amounts of self-direction, self-control and

self-motivation. If not, this should be ascertained during the inter­

viewing process, and those not demonstrating such qualities should not

be considered for employment. When those who do manifest these traits

are employed in the church office, they should be afforded benefits at

least equal to those they would otherwise have found in secular

employment.

By now, hopefully, it is obvious my position is that the

personnel of a church ought to be treated as well as, if not better

than, their counterparts in secular employment. People tend to

respond in a manner consistent with the expectations of their peers or

superiors. Personnel administration should express the expectations a

church has for its employees. Those expectations should be well

communicated in both written and verbal form. Therefore, it is

imperative that all aspects of a Personnel Manual--the policies and

position descriptions principally--reflect the highest expectations for

each and every employee. It is certain that without high wishes a

church cannot expect high performance. I propose that church

administrators and members alike have high expectations and those

desires must be disclosed in written form.

I pledge to myself and my fellow employees that I will monitor

our involvement in the continued pursuit of excellence in personnel

administration, being sensitive to the development of needed changes in

14

our policies. It is my hope that the vested interest I possess for

this manual will not cloud a desire to constantly re-evaluate the

applicability of its contents.

OBJECTIVES

Pro.iect

It is obvious that the requirements for completion of NICFA and

subsequent certification are designed to be of assistance to the church

staff member in his/her local situation. The drafting of a Personnel

Manual was not even a remote consideration when I completed the NICFA

session in the summer of 1987. A program of planned giving, or the

establishment of an endowment fund, or a church policies manual, would

have been my choice at that time. As the months passed, those ideas

did not crystalize in my mind even though they are needed at FBC of

Sarasota. The chaos of FBC's personnel policies continued to rear its

head and demanded confrontation. Ultimately, a situational venture

became the "project" which I would pursue. I am a pragmatic person

who desires to utilize one means to realize several ends. This project

has satisfied that personal and business aspiration.

An intuitive objective of the project has been to coax me into an

examination of the status quo and an analysis of what has and is

happening in some areas of church administration. I knew from the

outset that a project on any subject would require a great deal of work

from me. This is a worthy purpose since involvement in examination and

15

analysis always achieve beneficial results. Without a task, I find

myself wandering around without definite directions, skimming the

surface of several different subjects. Consequently, my desire was to

acquire a solid and workable knowledge about some particular aspect of

my assigned tasks. This was the underlying reason for attending the

summer session of NICFA. I attended with full knowledge that a project

was anticipated and expected.

The project should be, and has been, useful to me and reflects my

personal preferences. Hopefully, it exhibits a personal strength, or

at least an emerging aptitude. It should be, and has been, serviceable

to my local church. More will be said about that in the conclusion of

this paper. But this is not a definitive composition. It should be

the beginning point for continued interest in, and critical evaluation

of, the subject matter. In addition, the project will better equip me

to deal with a similar situation in another church or churches in the

future.

The Manual

The basic objective of this manual has been to provide a document

which would implement better personnel policies and related administra­

tive practices at the FBC, Sarasota. As stated in the preface, we were

long overdue in establishing a new set of guidelines for our relation­

ships with the church personnel. We have a excellent group of workers.

Their dedication and productivity are unequal to any other situation in

which I have served. They are deserving of the best from the church

because of the reasons stated in my "Theology of Personnel

16

Administration." Even if they were not giving of their best, they have

a right to receive the best.

I am one who likes to maintain a methodical work-place. In my

economy, that means having a orderly method of operations. This

entails having a defined procedure and operating in that prescribed

manner. In other words, I believe in having a plan and working the

plan. That was not the case for the past several years, therefore I

have been apprehensive attempting to function without a system. The

manual has been an endeavor to develop a blueprint. Now I am obliged

to set that plan in motion. Expressed or implied, that has been my

ultimate purpose in writing the manual--to create a working, viable

instrument which will foster satisfying personnel management for all

church employees.

EVALUATION/CONCLUSIONS/FINDINGS

The process of re-writing the Personnel Policies of FBC, Sarasota

and formulating a complete Personnel Manual has been a stimulating

experience. To use an overly used cliche, "it has been challenging and

rewarding." As I reflect back upon the experience, I have several

observations worthy of annotating in this concluding section of the

project. As I write this segment, I am keenly aware that the most

critical commentary will be forthcoming in the weeks, months and years

to come as the manual is "put to the test." It would be an interesting

exercise to have all writers of projects to critique them two, three or

five years later after the venture has been "put through the fire'' of

17

practical applicability.

·First of all, I have come closer to the Administrative and Music

staffs of the church. We have shared ideas, questions and general

dialogue. A closer bond has developed because of our bilateral

involvement in the mechanism of creating a working document known as

The Personnel Manual. It was not a work done in isolation--many people

were involved. Interpersonal relationships have been strengthened as a

result of a reciprocal approach to the project. It is my impression

that the Administrative and Music staff views me as a minister,

supervisor and friend.

All of the staff have a pride of authorship in the first edition.

As a result, policy changes have been more readily accepted because

they were not directives. This is a principle of personnel management

which authoritative or autocratic supervisors have difficulty in

accepting. Perhaps I should list the members of the staff as co-

authors. It is not my document, but our document. Someone has said

that people are the least enthusiastic about someone else's goal, but

make it their goal and the perspective changes. Through my involving

the staff in the development of the manual, it said to them that they

are significant people. My secretary actually remarked, "This makes me

feel important." It is a fact that all people will respond to positive

reinforcement.

A finding which came as a mild surprise was the acceptance of the

changes in personnel benefits by the Personnel Committee. I would be

less than truthful to say that I did not expect some questions such as,

can we afford it?'' However, the committee was generally receptive to

18

the innovative ideas advanced. Perhaps the current level of

productivity and credibility by the staff accounted for this

phenomenon. Another factor could have been the desire to retain church

staff members for long tenure. I suspect it was a combination of both

elements. The majority of the Personnel Committee is comprised of

business and professional people. Several of them made remarks similar

to those in my section titled "Theology of Personnel Administration."

It was the consensus of opinion that in order to attract an excellent

staff, the employer must offer a well-rounded package of compensation

and benefits.

Prior to the initiation of this project, I was aware of concern on

the part of the employees regarding the state of confusion surrounding

our previous policies. However, I was not cognizant of the extent of

that anxiety. To put it bluntly, the situation was approaching

calamitous proportions. The inauguration of the manual thwarted a

rebellious insurrection by the staff. Perhaps I am overstating the

issue. Nevertheless, discontent was present and I had not recognized

its severity. The moral to this point is: poor policies are not a

good substitute for no policies at all.

It was enlightening for me to explore the comprehensiveness of

Personnel Administration and Law. This subject has become a specialty

in the practice of law. Most attorneys with whom I spoke would not

even discuss the matter, rather they would refer me to someone who

specialized in that topic. Laws vary between the federal and state

statutes. The interpretation and application of personnel law is not

for the novice. It should not be approached frivolously. The church

19

must maintain a posture of being informed relative to this subject. As

I quoted in the preface, heretofore there has been no federal interest

in the subject. That day has passed. It is imperative that the church

keep its house in order.

Concurrent with the writing of the manual was the realization that

additional staff was needed now and would be needed in the not too

distant future. I have already begun to explore with the Pastor and

Personnel Committee the next step which should be taken in expanding

the Administrative and Music staff, The organizational charts in the

appendix of the manual speak to that issue. Chart 2 is a graphic

representation of changes which were made during the writing of the

policies and position descriptions. Chart 3 is the next plateau on the

positive trend for staff enlargement and expansion.

My most important revelation is that the first edition of the

manual is only the genesis for effective personnel relations and

management at FBC, Sarasota. Initially I thought it would be the

first and last word on the subject. However, near the end of the

procedure, I discovered that the door was barely ajar. The manual

was to be the launching pad for future expeditions into the expanding

universe of personnel administration. My first impressions were naive.

Conceivably my desire to have a beginning and end to a project clouded

my vision. At this point in the venture, I realize that the surface

has only been scratched. And rightly so because we do not live in a

sterile environment. Things are dynamic and constantly changing in

every facet of our existence. Change is where the future lies, ,and I

certainly desire to be a part of the future!

20

ENDNOTES

1. Kennon L. Callahan, Twelve Keys to an Effective Church, San Francisco: Harper and Row, 1983.

2. W. Davis Smoot, "Some Elements of Personnel Law", Christian Management Report, June/July, 1988, p. 6.

3. Bureau of Economic/Business Research, University of Florida, Gainesville, ''Florida Estimate of Population'', February, 1988.

4. Ibid.

5. James B. Dilworth, Production and Operations Management, New York: Random House, 1986, p.69.

6. Broadman Ware, "The Field is the World"(song), Nashville: Broadman Press. 1971.

7. Bruce P. Powers, Church Administration Handbook, Nashville: Broadman Press, 1985, p. 81.

8. Robert K. Greenleaf, Servant Leadership, New York: Paulist Press, 1977, p. 5.

9. Kennon L. Callahan- "Six Steps to Solid Staff Relationships", Atlanta: National Institute of Church Finance and Administration, Emory University, July 28, 1987.

10. The Bible, King James Version, Luke 10:7.

11. Douglass McGregor, The Human Side of Enterprise, New York: McGraw-Hill Book Company, Inc., 1969, pp. 33-35, 45-49.

12. Kennon L. Callahan, Twelve Keys to an Effective Church--The Leader's Guide, San Francisco: Harper and Row, 1987, p. 86.

21

BIBLIOGRAPHY

Bible, The,. King James Version, Luke 10:7.

Bureau of Economic/Business Research, University of Florida, Florida Estimate of Population. Gainesville, February, 1988.

Callahan, Kennon L. Twelve Keys to an Effective Church. San Francisco: Harper and Row, 1983.

Callahan, Kennon L. Twelve Keys to an Effective Church--The Leader's Guide. San Francisco: Harper and Row, 1987.

Callahan, Kennon L. ''Six Steps to Solid Staff Relationship'', Atlanta: National Institute of Church Finance and Administration, Emory University, July 28, 1987.

Dilworth, James B. Random House,

Production and Operations Management. 1986.

New York:

Greenleaf, Robert K. Servant Leadership. New York: Paulist Press, 1977.

McGregor, Douglass. The Human Side of Enterprise. New York: McGraw­Hill Book Company, Inc., 1969.

Powers, Bruce P. Church Administration Handbook. Nashville: Broadman Press, 1985.

Ramey, Ardella R., and Ronald A. Mrozek. A Company Policy and Personnel Workbook. Milpitas, CA: Oasis Press, 1987.

Smoot, W. Davis. "Some Elements of Personnel Law'', Christian Management Report. June/July, 1988.

Ware, Broadman. "The Field is the World". (Octavo Music), Nashville: Broadman Press, 1971.

Wedel, Leonard E. Building and Maintaining a Church Staff. Nashville: Broadman Press, 1966.

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ACKNOWLEDGEMENTS

The writing of the Manual and the completion of the Project was greatly enhanced by the assistance and cooperation of the following persons. Each of them contributed in a most beneficial manner by supplying information from their churches and/or personal experiences. I am grateful to them for their contributions.

Administrative Staff, First Baptist Church, Sarasota, Florida

Joe Aldrich, CBA, Myers Park Baptist Church, Charlotte, North Carolina

Debie Bazemore, CBA, St. Paul's United Methodist Church, Melbourne, Florida

Al Cartwright, CBA, First Baptist Church, Indian Rocks Beach, Florida

Lynn Edinger, CBA, First United Methodist Church, Lakeland, Florida

Jim Ferguson, First Baptist Church, St. Petersburg, Florida

Bob Fernander, Office Administrator, Williams, Parker, Harrison, Dietz and Getzen, Attorneys, P.A.

Ron Gabriel, Owner, Independent Business Service, Sarasota, Florida

Margorie Hennessee, CBA, Covenant Presbyterian Church, Augusta, Georgia

Joe Nance, CBA, First United Methodist Church, Corpus Christi, Texas

Rebecca Schum, CBA, First United Methodist Church, Bloomington, Indiana

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FOREWORD TO THE MANUAL

The contents of the manual which follows is designed to address

the personnel policies of the Administrative and Music staffs. In my

opinion, they comprise the area of greatest concern and need for

revision. Relative to the Ministerial Staff, the Position Descriptions

which are mentioned in the manual are currently being developed. The

content of those descriptions will indicate the basic adherence or

deviation from the policies herein stated.

In order to conserve space, the sections of the Personnel Manual

are printed sequentially. The copies of the manual used by the church

are printed in such a manner as to facilitate revision without the

inconvenience of removing and/or re-printing many pages.

i

PERSONNEL MANUAL

POLICIES

I. THE EMPLOYMENT PROCESS A. General Information B. Equal Opportunity C. Recruitment D. Employment Process E. Equity employment credit F. Orientation

II. COMPENSATION A. Salary Scale B. Pay Periods C. Salary Adjustments

III. PERSONAL/FAMILY PROTECTION BENEFITS A. Workman's Compensation B. Medical Insurance C. Disability D. Life Insurance E. Retirement/Annuity

IV. OTHER BENEFITS A. Christmas Bonus B. Continuing Education C. Service Recognition D. Outside Employment E. Use of Telephones

V. ATTENDANCE A. Office Hours B. Tardiness and Absences C. Sick Leave D. Personal Days

1. Bereavement 4. Emergencies 2. Jury Duty 5. Other 3. Voting

E. Holidays F. Vacation G. Compensatory Time

TABLE OF CONTENTS

PAGE 1 1 1 1 2 2 2

3 3 4 4

4 4 4 5 6 7

8 8 8 9 9 9

10 10 10 10 11

H. Return to Work after Serious Illness or Injury

12 13 14 14

VI. GENERAL INFORMATION A. Classifications/Categories B. Evaluations

1. Job Descriptions C. Probationary Period D. Terminations

1. Reinstatement E. Grievances

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14 14 15

16 16

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TABLE OF CONTENTS, PAGE 2

F. Miscellaneous 1. Smoking 5. Anniversary Date 2. Overtime 6. Conduct and Appearance 3. Harassment 7. Substance Abuse 4. Relatives

G. Retirement Age/Policies H. Confidentiality of Church Information

VII. CORRECTIVE COUNSELING

DESCRIPTIONS

VIII. POSITION DESCRIPTIONS A. Provision for adding/deleting/revising position

descriptions B. Provision for writing/revising job descriptions

IX. POSITION DESCRIPTIONS - MINISTERIAL STAFF A. Pastor B. Minister of Administration/Outreach c. Minister of Education/Youth D. Minister of Music/Recreation E. Minister of Counseling

X. POSITION DESCRIPTIONS - ADMINISTRATIVE & MUSIC STAFF A. Buildings Superintendent B. Financial Secretary C. Pastor's Secretary/Office Manager D. Educational Secretary E. Receptionist F. Outreach Secretary G. Custodian H. Janitor I. Organist J. Pianist/Music Assistant

FORMS

1. Application for Employment 2. Personnel Record 3. Personnel Evaluation 4. Telephone Reference Check 5. Employment Agreement and Insurance

Acceptance/Rejection 6. In-Service changes/adjustments 7. Grievance Form 8. Acknowledging Receipt of Personnel Policies 9. Personnel Accident Report

10. Personnel Vacation Requests 11. Exit Interview Guide

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24 24 24 24 24 24

25 25 26 27 28 29 30 31 32 33 34

FIRST BAPTIST CHURCH, SARASOTA, FLORIDA PERSONNEL POLICIES

I. THE EMPLOYMENT PROCESS

I-A. GENERAL INFORMATION

The Personnel Committee of the church considers both jobs and personnel as in any business organization. Due regard is given to comparable positions in other churches, in the community and with consideration of capabilities, experience and performance of the individual employee. It is not the policy of the First Baptist Church to expect employees to make sacrifices for the benefit of a program which would not be the concern of all church members. Neither are our employees expected to do more or less because of church membership status.

The Personnel Committee will review, along with the Church Administrator, employees' records and salaries at least once a year, so that salary changes may be referred to the Finance Committee. Ordinarily, the Personnel Committee will limit its reports to the church to matters involving new positions, consequential changes in agreement with personnel, or major changes in basic policy, where substantial money is involved.

Personnel files are confidential and will be maintained in the official church files. Employees have access to their files upon request to the Church Administrator.

l-B. EQUAL OPPORTUNITY

Equal Opportunity is First Baptist Church policy. It is First Baptist Church policy to select the best qualified person for each position in the organization. No employee of First Baptist Church will discriminate against an applicant for employment or a fellow employee because of race, creed, color, sex, national origin, ancestry, or age.

No employee of First Baptist Church will discriminate against any applicant or fellow employee because of physical or mental handicap or because of the person's veteran status. This policy applies to all employment practices and personnel actions. First Baptist Church has adopted an Affirmative Action policy which essentially means that the church will aggressively seek out, hire, develop, and promote qualified members of protected groups.

I-C. RECRUITMENT

The First Baptist Church of Sarasota provides equal employment opportunity to all applicants on the basis of demonstrated ability, experience, and training. As positions become available within the

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church, prior to outside recruitment, the Church Administrator shall determine the availability of qualified candidates within church current employees. Employees who are currently employed in another position who wish to be considered for the vacant position should contact the Church Administrator and state his/her desire to be considered for the position. Employment by the church in one position does not necessarily imply that a person will be given first consideration for the vacant position.

I-D. EMPLOYMENT PROCESS

The Church Administrator is responsible for: having the new employee fill out all pre-employment forms, benefit applications, and enrollment forms; having his or her picture taken for the Personnel Records; and providing, on the employee's first day of work, basic information on pay policy, leave policy, benefits, parking, and working hours. Within the first week of employment, a new employee orientation will be conducted by the Church Administrator or the supervisor.

I-E. EQUITY EMPLOYMENT CREDIT

Employees who have served for a significant period of time in related employment will be credited with job experience relative to the following aspects of these policies:

1. Salary Scale 2, Disability 3. Life Insurance

4. Retirement/Annuity 5. Continuing Education 6. Vacation

Related employment refers to the same type and classification: ie. secretary, custodian, administrative assistant. At the time of employment, the Church Administrator and employee will agree upon the amount of time that will be credited. Notation will be made a part of the employee's record. Additionally, other employees will be notified of the employment credit pertinent to the above benefits.

I-F. ORIENTATION

All new employees will be provided with an orientation briefing which will be held within their first week of employment with the church and conducted by the immediate supervisor. The employee orientation goals are as follows:

1. To establish good employee-employer communication; 2. To reduce the anxieties of a new environment and new

responsibilities; 3. To build teamwork spirit; 4. To inform the employee of the church's achievements; 5. To provide the employee with information about the

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First Baptist Church benefit package and to explain the participation eligibility dates for the various plans available; and

, 6. To review position description and job description. =======================================================================

II. COMPENSATION

II-A. SALARY SCALES

The following salary scales are guidelines for use by the Church Administrator, supervisors and the Personnel Committee in determining compensation for the Administrative Staff positions. It is the basic responsibility of the Personnel Committee to approve the scales for the various levels on a yearly basis, adjusting for cost-of-living using the CPI, as appropriate.

It is the responsibility of the Church Administrator and supervisors to administer the salaries for confirmed positions according to the approved scale assigned to respective positions. In no case shall a position's salary be smaller or larger than the approved scale.

The amounts shown below are basic salary compensation exclusive of other benefits. Benefits are outlined in Sections III, IV, V, VI, and VII.

(The level types refer to those assigned to the specific position descriptions in section X. of these policies.)

Minimum Maximum

Level I 3.50/hour 4.50/hour

Level II 4.60/hour 5.75/hour

Level III 5.80/hour 7.00/hour

Level IV 10,000/Yr 12,000/yr

Level V 11,500/yr 13,000/Yr

Level VI 12,500/Yr 14,000/Yr

Level VII 13,500/Yr 15,000/Yr

Level VIII 14,500/Yr 16,000/Yr

Level IX 16,000/Yr 18,000/Yr

Level X 18,000/Yr 25,000/Yr

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II-B. PAY PERIODS

Pay periods run from the first of the month through the 15th, and from the 16th through the last day of the month. (Pay days are the 15th and last day of the month.) If either of these days falls on a day when the office is closed, pay checks will be issued on the last preceding work day.

If the scheduled, approved vacation period of an employee falls on a pay day, that employee may receive his/her pay check on the last work day prior to that employee's first day of vacation, PROVIDING that employee makes his/her wishes known to the Financial Secretary as least five days prior to the last day of work prior to the vacation time, and provided that all policies have been observed relative to vacation time.

II-C. SALARY ADJUSTMENTS

Salary adjustments may or may not be made after an employee has worked for six months. These adjustments, if any, are to be made upon recommendation by the supervisor, and approved by the Church Administrator, and such adjustments must be within the amount ap­proved for that position in the compensation section (Sec. II-A.) of these personnel policies.

An evaluation of an employee's performance will be made at the end of the first six months of employment, and at the end of the second six months. But salary adjustments, if any, may not necessarily coincide with such evaluations. Thereafter, an evaluation will be made annually on the anniversary date of employment. (See Section VI-B.) =======================================================================

III. PERSONAL/FAMILY PROTECTION BENEFITS

III-A. WORKMAN'S COMPENSATION

Employees are entitled to Workman's Compensation benefits in the event they are injured in a job-related accident. Anyone injured on the job should report it to their supervisor and the supervisor should report it to the Church Administrator. A proper benefit form should be filed with the insurance company by the employee. The church lays no claim on the benefits paid to the employee for medical costs incurred as a result of job-related accidents.

III-B. MEDICAL INSURANCE

The Church provides a group health insurance program at no cost to the employee.

The health insurance program includes hospital, accidental injury, and

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related medical benefits. For specific questions on coverages of the programs, contact the Church Administrator. The church benefit programs are explicitly defined in legal documents, including insurance contracts, official plan texts and the like between the employee and the insurance underwriter. This means that should any question arise about the nature and extent of the plan benefits, the formal language of the plan document--and not the informal wording of this policy--must govern. The church is not to be held liable for the extent of coverage, exclusions or limits which are included in the policy.

Currently, the church has two plans: one administered by the Annuity Board of the Southern Baptist Convention and underwritten by the Aetna Insurance Company; the other is an HMO underwritten by the Blue Cross­Blue Shield Insurance Company of Florida.

ELIGIBILITY 1. The employee is eligible for coverage on the (91st) day after

his or her first day on the job. 2. Dependents of the employee are eligible for participation in

the group medical insurance program at COST to the employee if the following is true: A. The probationary period has been satisfactorily completed B. The employee is a full-time employee. C. The employee elects dependent coverage when enrolling in the

plan. 3. Qualifying for the medical insurance is subject to the terms of

the carrier and/or underwriter. The church's medical insurance is not a true group plan; therefore, new employees are not automatically covered.

4. If a new full-time employee fails to qualify for either of the plans endorsed by the church, the church will pay to an insurance company of the employee's choosing a amount equivalent to the premium of the Annuity Board's plan underwritten by Aetna Insurance. Proof of insurability by the employee's chosen company must be presented in writing before such approval can be given by the Church Administrator.

III-C. DISABILITY

Every employee is encouraged to carry some type of Disability Insurance to provide some income protection in the case of short-term or long­term disability. Disability Insurance is available through the Annuity Board of the Southern Baptist Convention, or it may be obtained from an insurance carrier/underwriter of the employee's choosing subject to approval by the Church Administrator to insure the best cost/benefit analysis.

For employees who have been employed on a full-time basis for a period of three years, consecutively or accumulatively, the church will pay one-half of the premium. (This can be done in connection with a payroll deduction method already in effect, or initiated at the end of the

5

three year employment period.) The other one-half is to be paid by the employee and the full amount can be withheld from the employee's salary and paid on his/her behalf by the church. No payment can be made to the employee in lieu of the insurance coverage if an employee opts not to have the disability insurance.

Written acceptance or rejection of the Disability Insurance provisions will be made a part of the employee's permanent personnel file. It is the responsibility of the employee to indicate to the Church Administrator within thirty days prior to or following the third anniversary regarding his/her intentions in regard to Disability Insurance.

III-D. LIFE INSURANCE

Every employee is encouraged to carry some type of Life Insurance to provide protection for his/her family in the case of loss of life. For those employees who wish to provide the same for themselves and are not covered by the policy below, the church will withhold a premium amount from the employee's salary and pay the premium on behalf of the employee. However, the premium is considered as part of the employee's reportable income.

As a part of the Medical Insurance carried on the employee by the church and administered by the Annuity Board of the Southern Baptist Convention, there is a Life Insurance rider which is a mandatory part of the policy. Included in this policy is some spouse and children coverage. If a new employee chooses to apply for the Medical Insurance as administered by the Annuity Board, acceptance for medical insurance includes acceptance for Life Insurance. The face amount of the benefit is limited and should not be considered as the only coverage an employee has for himself/herself. For specific information, consult the insurance information packet which is available in the Church Business Office.

Additional Life Insurance is available through the Annuity Board of the Southern Baptist Convention, or it may be obtained from an insurance carrier/underwriter of the employee's choosing, subject to approval by the Church Administrator to insure the best cost/benefit analysis.

For employees who have been employed on a full-time basis for a period of five years, consecutively or accumulatively, the church will pay one-half of the premium for a $50,000 benefit. (This can be done in connection with a payroll deduction method already in effect, or initiated at the end of the three year employment period.) The other one-half is to be paid by the employee and the full amount can be withheld from the employee's salary and paid on his/her behalf by the church. The premium is considered as part of the employee's reportable income. The employee is the owner of the policy and is at liberty to name the beneficiary without regard for the church. No payment can be made to the employee in lieu of the insurance coverage if an employee opts not to have the Life Insurance.

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Written acceptance or rejection of the Life Insurance plan will be made a part of the employee's permanent personnel file. Acceptance or re­jection must be indicated by the employee within thirty days prior to or after the fifth anniversary date. It is the employee's responsibility to contact the Church Administrator regarding his/her intentions in this matter.

III-E. RETIREMENT/ANNUITY

Preparing for retirement is a natural part of one's concern for the future. The church encourages every employee to participate in some type of non-qualifying Annuity, IRA or Pension plan on their own behalf. For those employees who are not covered by the policy below and who wish to participate in such a plan, the church will withhold an amount up to 5% of their base salary (before any deductions for voluntary insurance participation) and pay the premium/payment on behalf of the employee.

Retirement/Annuity is available through the Annuity Board of the Southern Baptist Convention. For purposes of these policies, only the plans administered by the Annuity Board will be considered eligible for participation by the church. This is done for consistency, ease in bookkeeping, and because these plans are highly competitive with any of those available in the market-place.

After an employee has been employed by the church for a period of two years, either consecutively or accumulatively, the church will also contribute into the annuity program based on the following schedule:

NUMBER OF YEARS 2 3 4 5 6

PERCENTAGE CONTRIBUTION 1 2 3 4 5

The percentage contribution is based on the same criteria as in paragraph one of this section.

If an employee does not wish to participate in the Retirement/Annuity Program, the church is relieved of its responsibility and participation on behalf of the employee, and the employee cannot receive personal payment in lieu of his/her involvement in the retirement program. The employee's written agreement OR rejection of the retirement plan will be made a part of his/her permanent personal file.

It is the employee's responsibility to notify the Church Administrator regarding his/her intentions concerning retirement/annuity participa­tion within thirty days prior to or following the respective anniver­sary date. =======================================================================

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IV. OTHER BENEFITS

IV-A. CHRISTMAS BONUS

The church has adopted a policy whereby its employees shall receive a Christmas bonus in December. The amount budgeted by the church shall be distributed equitably by the Personnel Committee. The Personnel Committee is to decide each year, as part of its budgeting process, the amount and/or percentage to be paid that year. The Christmas bonus is applicable to employees who are on the payroll as of December 15.

Employees having less than one year's service shall receive a bonus based on the following schedule:

Employed during first quarter Employed during second quarter Employed during third quarter Employed during fourth quarter

Full participation 75% participation 50% participation 25% participation

IV-B. CONTINUING EDUCATION

To encourage the personal and professional development of our employees, the church provides 50% of tuition cost and laboratory fees to regular full-time employees who, a.) have been employed on a full­time basis for a period of one year, and b.) who successfully complete approved courses.

The employee and the Church Administrator must agree that the achievement of the employee's career goals and the job requirements will require that the employee participate in courses or training in which the church will participate. The employee must submit a request for tuition reimbursement to the Church Administrator at least ten days before the course begins. The Church Administrator will inform the employee within two days of the request if the request has been approved or denied.

Tuition aid may be approved for any course or training at an accredited college, university, vocational technical training center, or other institution of higher learning. Correspondence courses normally will not qualify for tuition aid. There is a limit of ONE course per year per employee which can be approved for tuition assistance.

Courses/classes must be taken at times other than the scheduled work hours of the employee. Fifteen minutes travel time will be allowed if a class/course is schedule to begin at the same time as employee's end of work period.

Employees are required to submit copies of grade reports to the Church Administrator as proof of successful completion within 30 days after completing the course. Upon receipt of evidence of payment of tuition and proof of successful completion of the course or training, the

8

Church Administrator will forward the approved request and documenta­tion to the Financial Secretary for payment. The employee will receive 50% reimbursement. Employees failing to successfully complete courses or training will not be eligible for reimbursement.

IV-C. SERVICE RECOGNITION

Recognition of faithful service shall be acknowledged upon the completion of each five years of service. The nature and extent of recognition will be appropriate for the number of five-year service periods. Observance of each five-year recognition will be noted in the employee's permanent personnel file. It is the responsibility of the employee to alert the Church Administrator of the attainment of a forthcoming five-year service recognition at least thirty days prior to the anniversary date of such occurrence.

IV-D. OUTSIDE EMPLOYMENT

Employees of the First Baptist Church of Sarasota are discouraged from engaging in employment outside or in addition to his/her employment with the church.

If an employee feels that it is necessary to contract for additional work with another employer, the church retains the right to be considered the primary employer of the individual. This is applicable to all full-time employees only. Consequently, the employee must receive approval from the Church Administrator prior to his/her en­gaging in other employment on a part-time basis. If an employee wishes to be employed with another employer on a full-time basis, he/she must terminate from the church, through approved termination guidelines, and reapply for a part-time position with the church. No guarantee is made to the employee that employment will be granted on this basis. (The previous two statements are made under the assumption that a part-time position has been approved and is available.)

The above policy is not to preclude the possibility of an employee engaging in periodic, temporary work on a non-regular basis outside the structure of church employment. It is judicious on the part of the employee to keep his/her supervisor and the Church Administrator fully informed of such additional work activities especially if they occur more frequently.

IV-E. USE OF TELEPHONE

Personal calls of short duration, i.e., 2 to 3 minutes, may be received and made at the employee's desk or work station. No long distance calls will be permitted unless prior permission to make such a call is received from the supervisor, and the necessity is apparent, e.g. an emergency. Personal telephone call privileges are subject to change at any time. ======================================================================

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V. ATTENDANCE

V-A. OFFICE HOURS

The church office will be open from 8:30a.m. until 5:00p.m., Mondays through Fridays. The secretaries' schedules are to be arranged so that at least one secretary is in the office during these hours, including opening, closing and lunch periods.

Flextime allows our employees optional starting and quitting times to coincide with their personal preference. The flextime employee is expected to be responsible and is trusted to begin and end work without direct supervision. A work day consists of 7.5 hours. Lunch periods can be arranged for a duration of thirty minutes or one hour as long as the person's hours are consistently followed.

Maintenance and custodial staff will be scheduled according to the program and activities of the church. All full-time custodial staff will be expected to work a minimum of forty(40) hours per week. These hours are to be arranged with the Church Administrator and may vary from time to time.

Once a mutually convenient workday schedule has been chosen by the employee and supervisor, the schedule becomes "fixed" and is to be adhered to without deviation. However, the employee normally will be allowed to change his or her schedule once every twelve months with the supervisor's approval.

V-B. TARDINESS AND ABSENCES

It is important that each employee develop the habit of being at work on time. Tardiness places an unfair burden on other employees. If an emergency keeps one from reporting to work at the scheduled time, it should be reported to the supervisor or Church Administrator as soon as possible. Frequent tardiness can result in loss of pay for time missed and/or be grounds for dismissal.

On the first day of one's absence, for any reason, the employee should notify or have someone notify the supervisor or Church Administrator by 9:00 a.m. The employee is to keep the supervisor informed on a daily basis of the status of one's condition and the date one expects to return to work.

V-C. SICK LEAVE

Sick leave is earned at a rate of one day per month for all full-time employees and can be accrued to a maximum of 20 days. Part-time employees will earn sick leave at a prorated amount based on their weekly hours worked. When sick leave is taken, it is re-earned on the same basis starting from the end of the month in which the employee returns to work.

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If it is necessary for an employee to request sick leave in excess of the amount earned, the Church Administrator has the authority to approve up to 5 days in excess of the accrued amount. All excess sick leave will be applied toward the employee's future accrual of sick leave. An employee is to contact his or her supervisor when sick leave is needed because of illness. It remains the employee's responsibility to keep the supervisor informed as to his or her condition and when he or she will return to work. A medical statement from the employee's doctor may be requested by the church when an employee is absent from work for more than five working days.

Temporary employees are not eligible for sick leave. Neither is it earned while an employee is on a leave of absence.

V-D. PERSONAL DAYS

Time-off for special occasions is discussed in the following paragraphs. Except as otherwise noted, the time allowed away from work for the approved reasons will be compensated at the regular rate for the respective employee.

1. BEREAVEMENT LEAVE: The church will pay for time off in the event of death of the following immediate family members:

Spouse Child/Step Child Brother Sister

Parent Parent In Law Grandparent Grandchild

Employees will be permitted up to five successive calendar days in order to attend funerals. When funeral will not be attended, employee will be excused for a maximum of three successive calendar days without loss of pay.

Leave for attendance at the funeral of non-immediate family members or persons with some especially close relationship may be granted with or without pay. Determination will be made by the employee's supervisor after consultation with the Church Administrator.

2. JURY DUTY: The Church will grant employees time off for mandatory jury duty or court appearances as a witness when the employee must serve or is required to appear as a result of a court order or subpoena. A copy of the court order or subpoena must be supplied to the employee's supervisor when requesting time off. The employee is entitled to full pay for each day of jury duty or service as a witness up to a maximum of 10 days per year in addition to any other paid leave. However, time off for court appearances as a party to any civil or criminal litigation shall not be compensated by the Church, and the employee must arrange for time off without pay or use accrued vacation or (personal leave) for such appearances.

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3. VOTING: The Church encourages all employees to vote. Employees are encouraged to use flextime hours for this purpose. If this cannot be arranged, the supervisor will approve time off to vote either at the beginning or end of the work day provided the employee gives at least one day's notice to the supervisor.

4. EMERGENCIES: In the case of serious illness of a member of the employee's immediate family (parents, children, spouse or siblings), a reasonable allowance of time (up to three days) may be authorized by the Church Administrator.

5. OTHER: Employees who are absent because of personal circum­stances, pressing business matters, or illness of friends should notify their supervisor as soon as possible. Medical and other optional appointments should be scheduled at the beginning or ending of the work day to minimize away time. Personal leave is limited to five days per year. Time off in excess of five days shall be either deducted from vacation time or considered leave of absence without pay.

V-E. HOLIDAYS

The Church provides eight(8) designated paid holidays each year. The eight scheduled holidays are listed below:

New Years Day Memorial Day Labor Day Christmas

President's Day Independence Day Thanksgiving (2)

WEEKEND HOLIDAYS. When a recognized holiday falls on a Saturday, it will be observed on the Friday before the holiday. Recognized holidays that fall on a Sunday will be observed on the Monday following.

ELIGIBILITY FOR HOLIDAY PAY. Employees must work the last scheduled day before a holiday and the first scheduled working day following the holiday to be eligible for holiday pay unless time off on these days has been excused with pay (e.g. vacation, sick leave). Only regular full-time employees are eligible for full holiday pay, Temporary employees are not eligible for holiday pay.

Part-time employees are entitled to an equal number of church holidays, but they shall receive pay for only the number of hours they would have regularly worked.

Scheduled work on holidays is discouraged since the purpose of holidays is seen by the church as a provision for employee relaxation. If an employee is required to work on a scheduled holiday, the employee will be paid for hours worked at his or her regular pay in addition to holiday pay.

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If a designated holiday falls within an employee's vacation period, the holiday is not considered a vacation day. An additional day will be allowed the employee for the holiday. The scheduling of this day is to be ~pproved by the supervisor.

V-F. VACATION

Vacation benefits for the Administrative and Music staff are based on the employee's next anniversary date which occurs in the current calendar year. The schedule is as follows:

Anniversary Date Vacation Entitlement in Calendar Year as of January 1 of Calendar Year

1st through 4th 2 weeks 5th through 9th 3 weeks lOth or more 4 weeks

(The employee's anniversary date is established according to the policy in Section VI-F-5.) To be eligible to take vacation, the employee must be in active pay status. Vacation is NOT accrued from one year to the next. Vacation not taken during the calendar year is forfeited. NO compensation will be paid in lieu of the employee's taking the proper amount of vacation earned. After one full year of employment, vacation time must be taken within 12 months of the time it has been earned.

New employees become eligible to take vacation after they have worked six consecutive months. Those reporting during the month of January are entitled to two weeks of paid vacation. Those reporting after the last working day in January through the first working day in July are entitled to one week of paid vacation. New employees reporting for work after the first working day in July are not entitled to paid vacation until the following year. Part-time employees are not entitled to paid vacation. Employees who are not entitled to paid vacation may request permission from their supervisor to take up to one week of unpaid vacation time.

SCHEDULE: The vacation time for all employees for any given year is to be scheduled by April 1 of that year, and approved by the supervisor.

TERMINATION: Employees who give two weeks written notice of resignation will be eligible for the vacation time they have earned since their last vacation period. Employees who resign without notice, or who are discharged for reasons such as dishonesty, disloyalty, abuse of sick leave, gross insubordination, etc, will not be entitled to any severance pay.

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V-G. COMPENSATORY TIME

There may be pccasions when it is necessary to work beyond the sch~duled number of hours per day or week for full-time and part-time employees. Since overtime pay is not applicable, compensatory time or time-off will be granted. Compensatory time should be taken within the same pay period as the extra time worked. The scheduling of compensa­tory time must be approved by the supervisor so as not to impede the completion of required work. It should be scheduled at slack times and is on a one-to-one basis. Only whole hours are to be scheduled.

V-H. RETURN TO WORK AFTER SERIOUS INJURY OR ILLNESS

As a joint protection to the employee and the church, employees who have been absent from work because of serious illness or injury are required to obtain a doctor's release specifically stating that the employee is capable of performing his or her normal duties or assignments. A serious injury or illness is defined as one that results in the employee being absent from work for more than three consecutive weeks, or one which may limit the employee's future performance of regular duties or assignments.

The church shall ensure that employees who return to work after a serious injury or illness are physically capable of performing their duties or assignments without risk of re-injury or relapse.

If the cause of the employee's illness or injury was job-related, the employee's supervisor will make every reasonable effort to assign the returning employee to assignments consistent with the instructions of the employee's doctor until the employee is fully recovered. A doctor's written release is required before recovery can be assumed. =====================================================================

VI. GENERAL INFORMATION

VI-A. CLASSIFICATIONS/CATEGORIES

There are three classifications of employees. These classifications are as follows:

1. Regular full-time, 2. Regular part-time and 3. Temporary

REGULAR FULL-TIME - An employee who works a normal (37.5 hours) week on a regularly scheduled basis for three or more months.

REGULAR PART-TIME - An employee who works less than a normal work week, on a regular scheduled basis for at least six consecutive months. This employee will accrue only sick leave and vacation benefits (as provided for full-time employees) except on a pro-rated hourly basis.

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TEMPORARY - An employee hired for a period not exceeding six months regardless of the number of hours worked, and who is not entitled to regular benefits. An extension of a temporary work classification for an additional three-month period, or less, may be granted, if upon review by the Church Administrator, the assignment is clearly found to be necessary.

VI-B. EVALUATION

Performance reviews will be held after the first three months of employment and after the first six months of employment. Thereafter, reviews will be held on the anniversary date of employment, or as near to that date as feasibly possible. Performance reviews are designed to be of assistance to both the employee and the church in reaching mutually shared goals. It should offer employees an opportunity to discuss and establish future employment goals. Performance evaluations/reviews will be conducted by the Church Administrator or the supervisor he/she designates.

A decision relating to the employee's merit increase in pay will be made by the supervisor in consultation with the Church Administrator after the review and ranking process has been completed. Any merit increase in pay will be retroactive to the date of performance appraisal and must be within established budget guidelines. The supervisor will forward a merit increase recommendation with the appraisal to the Church Administrator. Merit increases in pay are neither automatic nor periodic. They are reserved for employees who show skills improvement and higher than average performance. The basic outline of the evaluation process should contain the following steps:

1. Self-Evaluation by the individual employee; 2. Evaluation by the supervisor; 3. Consultation between employee and supervisor; 4. Formation of a mutual agreement relative to the evaluation; 5. Mutually shared goals/objectives for the coming year.

The employee is also encouraged to do the following: 1. Inquire about his or her performance from time to time; 2. Accept additional responsibilities and show initiative; 3. Review opportunities for advancement; 4. Ask for assistance in developing a goal-oriented path for

advancement; 5. Learn about training available to assist the employee in

skills improvement.

(SEE PERSONNEL EVALUATION FORM in Section "FORMS")

1. JOB DESCRIPTIONS: For the purpose of these policies and in practice, Job Descriptions are written for a term of one year and are to contain the mutually shared goals of employee and

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supervisor. Job Descriptions are written for the benefit of an individual employee. (Position Descriptions are a part of the manual and relate to defined position exclusive of individual employees.) Job Descriptions include such things as: hours of work relative to flextime; two to four key objectives to be accomplished in the coming year; and, one or two competencies to be developed within the year.

It is the responsibility of the supervisor to include the writing of Job Descriptions as a part of the evaluation process outlined above. It is to be reviewed as often as necessary to facilitate the accomplishing of the objectives and competencies.

VI-C. PROBATIONARY PERIOD

All full-time employees are considered probationary for a three month period. After three months, these employees are considered permanent, based upon a favorable evaluation by the employee's immediate supervisor. The results of the three-month evaluation will be entered into the employee's file.

Salary adjustment may or may not be made after an employee has worked for three months. These adjustments, if any, are to be made upon recommendation by the supervisor and such adjustments must be within the amount approved for that position in the church budget.

VI-D. TERMINATIONS

Terminations are to be treated in a confidential, professional manner by all concerned. The Church Administrator must assure thorough, consistent, and evenhanded termination procedures. This policy and its administration will be implemented in accordance with the church equal opportunity statement.

Terminated employees are entitled to receive all earned pay, including vacation pay.

Only employees with 15 or more years of service with the church, as explained in the policy entitled ''Sick Leave'' (Section V-C. ), are qualified to receive sick or personal leave payout.

Employment with the church is normally terminated through one of the following actions:

1. Resignation - voluntary termination by the employee; 2. Dismissal - involuntary termination for substandard

performance or misconduct; 3. Layoff - termination because of a reduction of the work-force

or elimination of a position.

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RESIGNATION: An employee desiring to terminate employment is expected to give as much advance notice as possible. Two weeks or 10 working days is generally considered to be minimal notice time.

DISMISSAL: (may be for the following reasons) 1. Substandard Performance. The supervisor or Church

Administrator shall have counseled the employee concerning performance deficiencies, provided direction for improvement, and warned the employee of possible termination of employment within a defined period of time. The supervisor is expected to be alert to any underlying reasons for performance deficiencies such as personal problems or substance abuse. The Church Administrator must concur in advance of advising the employee of discharge action.

Documentation to be prepared by the supervisor shall include reason for separation, performance history, corrective efforts taken, alternatives explored, and any additional pertinent information.

2. Misconduct. An employee found to be engaged in activities such as, but not limited to, theft of church property, insubordination, conflict of interest, or any other activities showing willful disregard of church interests or policies, will be terminated as soon as the supervisor and Church Administrator have concurred with the action. Termination resulting from misconduct shall be entered into the employee's personnel file. The employee shall be provided with a written summary of the reason for termination. No salary continuance or severance pay will be allowed.

LAYOFF: When a reduction in workforce is necessary or if one or more positions are eliminated, employees will be identified for layoff after evaluating the following factors:

1. Church work requirements; 2. Employee's abilities, experience, and skill; 3. Employee's potential for reassignment within the

organization; 4. Length of service.

The immediate supervisor will personally notify employees of a layoff. After explaining the layoff procedure, the employee will be given a letter describing the conditions of the layoff such as the effect the layoff will have on his or her anniversary date at time of call-back; the procedure to be followed if time off to seek other employment is granted; and the church's role in assisting employees to find other work. The employee and the Church Administrator, after consultation with the employee's supervisor, will follow one of the following procedures:

1. The employee will receive at least two weeks advance notice of termination date;

2. The employee will be terminated immediately and will receive one week of pay for each year of employment with the church,

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in lieu of notice, up to a maximum of four weeks. The payment will be based on a 37.5-hour work week at the employee's straight time rate or salary.

(SEE EXIT INTERVIEW FORM in Section (FORMS)

1. REINSTATEMENT: Employees who are reinstated into church employment will maintain their original anniversary date for seniority purposes as well as for those benefit programs governed by the anniversary date. The policy will be as follows:

1. Layoff- Employees who terminate because of reduction in work force will maintain their original anniversary date for seniority purposes if they are reemployed by First Baptist Church within one year after date of termination.

2. Voluntary resignation - Employees who voluntarily terminate their employment with First Baptist Church may maintain their original anniversary date, subject to Church Administrator's and Personnel Committee approval, if they are reemployed by First Baptist Church within six months after date of termination.

VI-E. GRIEVANCES

In coordination with the "Corrective Counseling" policy, an employee may express a verbal grievance to his or her immediate supervisor. If the concern is not resolved to the employee's satisfaction within one week, the employee may put in writing the details of his or her grievance and submit the grievance to the immediate supervisor. The written statement will be reviewed by the Church Administrator, who will appoint a person to decide the matter. The employee and his or her supervisor will request a hearing with the appointed person for resolution of the problem. The problem will be discussed in the presence of the employee and supervisor. Final resolution of the grievance will be made by the appointed person and discussed with the employee and supervisor. The decision will be reduced to writing, a copy given to the employee and supervisor, with the original kept by the Church Administrator. A copy will be filed in the employee's personnel file when appropriate.

(SEE GRIEVANCE FORM in Section "FORMS")

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VI-F. MISCELLANEOUS

1. SMOKING: No smoking will be allowed in the church building at any time. This policy is for the health and safety of all employees, in addition to those who are in attendance at the church for business or personal reasons.

2. OVERTIME: As a general policy, the First Baptist Church does not pay overtime wages for hours worked in excess of the normal scheduled weekly hours. In lieu of overtime pay, the employee working more than the number of hours normally scheduled for that position will be given compensatory time. Please refer to section V-G. of these personnel policies for information covering this subject.

3. HARASSMENT: First Baptist Church will not allow any form of sexual harassment within the work environment because sexual harassment: interferes with work performance; creates an intimidating, hostile, or offensive work environment; influences or tends to affect the career, salary, working conditions, responsibilities, duties, or other aspects of career development of an employee or prospective employee; and, creates an explicit or implicit term or condition of an individual's employment. Sexual harassment, as defined in this policy, includes, but is not limited to, sexual advances, verbal or physical conduct of a sexual nature, visual forms of a sexual nature (e.g, signs, posters, and the like), or requests for sexual favors.

4. RELATIVES: Relatives of First Baptist Church employees may apply and, if qualified, will be considered for employment except in certain sensitive areas, such as Counseling. Relatives will not be allowed to supervise or evaluate each other. Relatives will not work in the same classification, ie. secretary, maintenance, custodial, or under the same supervisor. A relative is defined as any person related to the employee by blood, marriage, or adoption in the following degrees: parent, child, grandparent, grandchild, brother, sister, brother-in-law, sister-in-law, aunt, uncle, niece, nephew; first-cousin.

5. ANNIVERSARY DATE: An employee's anniversary date is defined as his or her first day on the job with the church. Performance reviews will be completed annually on the employee's anniversary date. Although a salary adjustment never automatically follows a performance review, if a review cannot be completed prior to the employee's anniversary date and a salary adjustment is in order, it will be made retroactive to the anniversary date.

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6. CONDUCT AND APPEARANCE: Employees are a part of a service organization. They are expected to conduct themselves in a business-like manner toward their work as well as to their fellow workers. As a part of a church staff, employees are expected to conduct all of their affairs in a manner which would not be detrimental to the purpose and mission of the First Baptist Church.

Appearance makes a definite impression upon all with whom a person comes in contact. Employees are expected to dress neatly and refrain from carelessness or untidiness in appearance.

7. SUBSTANCE ABUSE: First Baptist Church is responsible for assisting every employee who has personal problems which may, or do, impact his or her work performance or attendance at work. Such problems may include alcohol or drug abuse and psychological problems. Any psychological or physical problem which affects an employee's work performance or causes an abnormal work atmosphere is the concern of the church.

The Minister of Counseling maintains a referral service for employees with problems such as the ones mentioned above. Counseling and referrals are provided on a confidential basis as long as the employee is not pending any disciplinary action. Employees who admit that they might have an alcohol or drug problem will be assured of assistance as long as they accept the help provided, agree to abstain from the substance involved, and do not violate any policies or prohibitions by misconduct related to alcohol or drug use.

If an employee is terminated, the employee assistance program shall cease and First Baptist Church will not be obligated to provide further assistance.

VI-G. RETIREMENT POLICIES/AGE

Normal retirement age for all employees is sixty-five(65) years. Exceptions will be considered on an individual basis. Under normal conditions, actual retirement would occur at the end of the month in which the person attains the age of 65. The following special circumstances may influence the date of retirement:

1. If an employee reaches the age of 65 during the first or second quarter of a year and wishes to work until such time as he/she earns the maximum amount allowable for that year prior to the earnings affecting the social security which can be received without penalty.

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VI-H. CONFIDENTIALITY OF CHURCH INFORMATION

It is the responsibility of all church employees to safeguard sensitive church information. The nature of our business and the spiritual well-being of our church is dependent upon protecting and maintaining proprietary church information. Continued employment with the church is contingent upon compliance with this policy. Each supervisor bears the responsibility for the orientation and training of his or her employees to ensure enforcement of church confidentiality. Sensitive church information is defined as confidential information relating to members, salary information, stewardship of individual members, and personal matters which are not public knowledge. All such information shall be appropriately marked or verbally identified to each employee. When such information is transferred from one employee to another, the transferror must do all of the following:

1. Determine that the transfer is necessary and in the interest of regular church business;

2. Determine that the transferee has a need to know the information and has the necessary clearance;

3. Ensure that all cover sheets or markings which identify the information as proprietary, or classified, are conspicuous;

4. Give the information directly to the transferee and verbally identify the proprietary or classified information as such; do not give it to an uncleared employee; and, do not leave it on the transferee's desk unattended.

======================================================================= VII. CORRECTIVE COUNSELING AND PERFORMANCE IMPROVEMENT

Corrective counseling may be initiated when •..

1. the First Baptist Church through the Church Administrator and/or supervisor believes that an employee's performance problem can and will be resolved through adequate counseling ...

AND

2. the employee concurs that such counseling may be beneficial ...

OR

3. the employee requests corrective counseling and the church concurs.

The expenses of corrective counseling, if implemented by mutual agreement, will be shared by the First Baptist Church and the employee on a 60-40 percentage distribution. The church desires to protect its investment of time and expense devoted to employee orientation and training whenever that goal is in its best interests. At the same time, the employee will benefit from the counseling and needs to participate and contribute with their time and financial resources.

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The First Baptist Church expressly reserves the right to discharge "at will." Even if corrective counseling is implemented, the church's participation may be terminated at the discretion of the church. If the employee wishes to continue with corrective counseling, they may do so at their own expense.

It is essential that all disciplinary action be adequately and appropriately supported by written documentation to protect both the rights of the First Baptist Church and the rights of the employee.

The Church Administrator and supervisor, with assistance of the Minister of Counseling, will determine the course of action best suited to the circumstances. The steps in corrective counseling and performance improvement may be as follows:

1. Verbal counseling 2. Written counseling 3. Probation

The Church Administrator and the employee's supervisor, after review of the employee's corrective counseling documentation, will determine the length of probation. Typically, the probation period should be at least two weeks and no longer than 60 days, depending on the circumstances. A written probationary notice to the employee is prepared by the Administrator or supervisor. =======================================================================

VII. POSITION DESCRIPTIONS

A. Provision for Adding/Deleting/Revising

Except as otherwise provided in the policies or by church action, recommendations for adding, deleting or revising a Position Description for the Ministerial Staff will be made by the Personnel Committee and submitted to the church for consideration. Final approval is subject to favorable church action. The procedure for notifying the church relative to recommending an addition, deletion and/or revision will follow the same guidelines as pertaining to by-laws changes. (Refer to the church constitution and by-laws for the exact wording/procedure.)

Recommendations for adding, deleting or revising a Position · Description for the Administrative and Music Staff will be made by the Ministerial Staff to the Personnel Committee. The Personnel Committee will take action on the proposal and submit its final form of the Position Description to the appropriate body--Deacons and/or Trustees-­for information. Prior to the Ministerial Staff's making its recommendation to the Personnel Committee, it will seek and attempt to secure the approval of the current employee in the position in question. If the Ministerial Staff wishes to submit the recommendation to the Personnel Committee WITHOUT the approval of the affected employee, it must do so with the stipulated contingency of non-consent by the employee.

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B. Provision for Writing/Revising Job Descriptions

The purpose of Job Descriptions is to identify two to four mutually agreed upon key objectives and/or goals to be accomplished by a particular employee for the forthcoming year. In addition, the Job Description is to recognize one or two competencies which are to be developed by a particular employee for the same time period. (A Job Description has a different meaning with the advent of the first edition of The Personnel Manual than under the previous "Personnel Policies.")

At the time of annual evaluation, an employee and the supervisor will engage in determining the objectives, goals and competencies for the next period--one year. These objectives, goals and competencies will constitute the Job Description for an employee. Therefore, the Position Description and the Job Description become the two instruments for direction, performance and evaluation for the employee. =======================================================================

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IX. POSITION DESCRIPTIONS - MINISTERIAL STAFF

IX-A. PASTOR IX-B. MINISTER OF ADMINISTRATION/OUTREACH

IX-C. MINISTER OF EDUCATION/YOUTH IX-D. MINISTER OF MUSIC/RECREATION

IX-E. MINISTER OF COUNSELING

(AN OUTLINE OF THE POSITION DESCRIPTIONS FOR THE MINISTERIAL STAFF FOLLOWS EVEN THOUGH THEY ARE A SEPARATE CATEGORY. EACH POSITION DESCRIPTION IS ADOPTED AT THE TIME OF EMPLOYMENT AND MAY NOT BE SUBJECT TO ANY OR ALL OF THE ITEMS IN THE PERSONNEL POLICIES FOR THE ADMINISTRATIVE AND MUSIC STAFF.)

Position Appointments: Title: Recruited & Recommended by: Supervises: Classification:

Position Qualifications: (A brief synopsis of the qualifications assigned to the position.)

Principal Functions: (A summary of the principal roles to be performed by the person in this position.)

Responsibilities: (A listing of the specific assignments, enumerated by general categories or areas/ministries/programs.)

Committee Assignments: (A listing of the specific committees to which the position is assigned. The staff member is to be the representative from the Ministerial Staff to that committee.)

Related Personnel Policies:

ITEM RELATION TO POLICIES (From the Table of Contents) (Adherence, deviation,

applicability, or special consideration)

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X. POSITION DESCRIPTIONS - ADMINISTRATIVE AND MUSIC STAFF

X-A. BUILDINGS SUPERINTENDENT

Position Assignment: Title: Recruited by: Recommended by: Salary Scale:

Working Relationships: Reports to: Supervises: Classification:

Position Qualifications:

Buildings Superintendent Church Administrator Personnel Committee Level X

Church Administrator Custodians, Janitors, Maids Administrative Staff

Experienced in general maintenance; acquired skills in repairs; supervisory ability; interpersonal skills; general knowledge of mechanical, electrical and plumbing principles.

Principal Function: Responsible for all custodial and maintenance activities; supervise set-ups and special projects scheduled in buildings by all groups; be the staff advisor to the House and Grounds Committee.

General Functions: 1. Operate heating and cooling equipment according to schedule in all buildings, including a schedule of maintenance and repairs.

2. Schedule the custodial staff in such a manner to insure that the required weekly and special work is accomplished.

3. Contact and schedule outside maintenance/repair vendors in emergencies; consulting with the Church Administrator under normal circumstances.

4. Maintain an adequate inventory of janitorial supplies with the authority to place orders for the necessary items within budgetary guidelines.

5. Arrange for the security of the buildings at all times, including the closing after all functions. Arrange for compensation, if necessary, for those who perform this duty on a regular basis.

6. Make recommendations to the Church Administrator regarding major changes in all equipment, buildings, and church property.

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Position Assignment: Title: Recruited by: Recommended by: Salary Scale:

Working Relationships: Reports to: Supervises: Classification:

X-B. FINANCIAL SECRETARY

Financial Secretary Church Administrator Ministerial Staff Level IX

Church Administrator Bookkeeper, Volunteers Administrative Staff

Position Qualifications: Experienced in fund accounting for non-profit organizations; basic bookkeeping knowledge; accounting skills equivalent to senior college level; confidentiality ability.

Principal Function: Maintain current accurate financial and corporate records for the church; maintain stewardship records of the church membership; prepare regular and special financial reports; serve as assistant to the Church Administrator.

General Functions: 1. Prove and/or check the Money Counting Committee's report and the recorded deposits. Deposit monies received during the week.

2. Prepare and execute purchase orders as directed; maintain accounts payable and paid accounts; compare invoices with statements; compare statements with purchase orders.

3. Post all journals and ledgers; maintain all accounts both accounting and actual; balance and reconcile all accounts.

4. Prepare checks for authorized disbursements and post appropriate accounts; maintain payroll accounts complete with sup­porting documents and timely deposits.

5. Record individual contributions; maintain contribution records; mail timely reports as requested; assist the Stewardship Committee with the annual stewardship program.

6. Preparation and distribution of monthly financial reports; and other requested reports or financial data.

7. Operate accounting/stewardship section of integrated church computer system.

8. Assist the Church Administrator as secretary and in maintaining all corporate/business accounts/files.

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X-C. PASTOR'S SECRETARY/OFFICE MANAGER

Position Assignments: Title: Recruited by:

Recommended by: Salary Scale:

Working Relationships: Reports to:

Supervises:

Classification:

Position Qualifications:

Pastor's Secretary/Office Mgr. Church Administrator in conjunction

with Pastor Ministerial Staff Level VII or IX

Pastor-primary Church Administrator:-secondary

Education Secretary; Receptionist; Outreach Secretary; Media Secretary

Administrative Staff

Experienced in general office procedures; excellent typing skills; word-processing skills; supervisory skills; administrative abilities; public relations abilities; computer skills.

Principal Function: Assist the Pastor as secretary including all correspondence, appointments, and other duties as assigned; maintain the church membership files in an accurate manner; serve as office manager; serve as computer systems coordinator.

General Functions: 1. Take and transcribe dictation; maintain files/records; arrange appointments and meetings; receive visitors; arrange weddings/con­ferences/services; or other assigned duties for the pastor.

2. Type, reproduce, and mail minutes/notices of Deacons, Trustees, Long-Range Planning, and Personnel committees. Maintain files of same.

3. Coordinate baptisms; make arrangements for New Member Orientation sessions; enter new members in permanent files.

4. Maintain accurate church membership files both hard copy and in the integrated church computer system. Handle all membership related matters, ie. new members, transfers, updates, etc.

5. Serve as Office Manager relative to scheduling, work load, assignments in the church office in conjunction with the Church Administrator; serve as Office Coordinator in the absence of all Ministerial Staff members.

6. Serve as Computer Systems Coordinator in conjunction with the Church Administrator as Systems Supervisor relative to scheduling, priorities, and general record maintenance of computer system.

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Position Assignment: Title: Recruited by:

Recommended by: Salary Scale:

Working Relationships: Reports to:

Supervisors: Classification:

X-D. EDUCATIONAL SECRETARY

Educational Secretary Church Administrator & Pastor's

Secretary Ministerial Staff Level VI

Pastor's Secretary in conjunction with Minister of Education

Office Volunteers Administrative Staff

Position Qualifications: General secretarial skills: typing & duplicating; word-processing skills; filing and record maintenance; interpersonal skills; lay­out and editing skills.

Principal Function: Maintain educational records, files and lists; serve as lay-out editor of the newsletter; perform general office duties; assist the Minister of Education/Youth as secretary.

General Functions: 1. Maintain current/accurate Sunday School and Training records in the office, and have such records ready for Sundays.

2. Maintain current committee lists and send correspondence as requested.

3. Take and transcribe dictation; send correspondence, do contacting, make arrangements as requested, by/for the Minister of Education/Youth.

4. Edit and lay-out the weekly church newsletter in conjunction with the assigned editor; having copy camera ready for printer; and supervise the mailing of same.

5. Edit and lay-out the Sunday Worship Bulletin in conjunction with the Minister of Music and Church Administrator.

6. Post Sunday attendance to integrated computer system and pre­pare reports from same as requested.

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Position Assignment: Title: Recruited by:

Recommended by: SalarJ7 Scale:

Working Relationships: Reports to: Supervises: Classification:

Position Qualifications:

X-E. RECEPTIONIST

Receptionist Church Administrator and Pastor's Secretary

Ministerial Staff Level IV

Pastor's Secretary Office Volunteers Administrative Staff

Interpersonal skills to meet public; telephone response skills; communication abilities; general office skills-typing, filing.

Principal Function: Serve as general receptionist for the church office; perform general office duties.

General Functions: 1. First contact telephone answering/response; transfer calls, relay messages, exercising tact, courtesy and diplomacy; maintain a log of all telephone calls.

2. Receive and announce visitors to church office in such a manner as to insure an efficient work-place as possible.

3. Receive and record reservations for events at the church, ie. the Wednesday night suppers, and other events requiring reservations or the placing of orders.

4. Coordinate bulk and/or mass mailings from the church office; notify committee members of meeting dates as requested by the Ministerial Staff and/or committee chairpersons.

5. Receive and distribute incoming mail to all staff and/or church members/committees.

6. Maintain the inventory of office supplies in conjunction with the Office Manager.

7. Perform general office and clerical work as assigned by the Office Manager.

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Position Assignment: Title: Recruited by:

Recommended by: Salary Scale:

Working Relationships: Reports to: Supervises: Classification:

X-F. OUTREACH SECRETARY

Outreach Secretary Church Administrator and Pastor's Secretary

Ministerial Staff Level II

Pastor's Secretary Volunteers Administrative Staff

Position Qualifications: Above average skills in coordination of information; general secretarial abilities; interpersonal abilities; organizational aptitude.

Principal Function: To assist the Minister of Administration-Outreach in maintaining the prospect file and communicating with prospects and outreach leaders.

General Functions: 1. Record all of the visitors to the worship services of the church and distribute list of same to all staff and outreach leaders.

2. Disperse and receive outreach assignments on a regular basis and as a part of special outreach programs.

3. Maintain an up-to-date prospect file, manually and computerized; arranged according to status and age groupings.

4. Coordinate the worship service visitors' packets and other printed material designed for outreach.

5. Coordinate the special ''Outreach Blitz'' program held periodically during the church year.

6. Send correspondence and make telephone calls as requested to designated prospects.

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Position Assignment: Title: Recruited by: Recommended by:

Salary Scale:

Working Relationships: Reports to: Supervises: Classification:

Position Qualifications:

X-G. CUSTODIAN

Custodian Buildings Superintendent Buildings Superintendent & Church Administrator

Level V

Buildings Superintendent Volunteers Administrative Staff

Experienced in general custodial duties; able to receive and follow instructions; able to work without constant supervision.

Principal Function: Maintain building assigned by supervisor in a clean and acceptable manner; perform set-ups and take-downs as directed; make minor repairs as requested.

General Functions: 1. Clean floors according to schedule; dust furniture and equipment; wash walls and windows; vacuum as requested.

2. Maintain clean rest rooms, replenish tissue and towels, empty waste cans.

3. Request cleaning and maintenance supplies and equipment as needed; make minor repairs as needed or requested.

4. Prepare baptistry for use as directed and clean following use.

5. Open and close assigned building daily as scheduled.

6. Move furniture, set up tables and chairs for meetings; set up assembly and classroom areas for regular activities.

7. Collect trash/garbage from all rooms and see that it is set out for pickup on appropriate days.

8. Clean the church offices on a daily basis in order to maintain them in the best presentable condition.

9. Perform other such duties as assigned by the Buildings Superintendent.

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Position Assignment: Title: Recruited by: Recommended by: Salary Scale:

Working Relationships: Reports to: Supervises: Classification:

Position Qualifications:

X-H. JANITOR

Janitor Buildings Supt. Buildings Supt. and Administrator Level IV

Buildings Supt. Volunteers Administrative Staff

Demonstrated ability in general custodial duties; able to receive and follow instructions; able to work without constant supervision.

Principal Function: Maintain building assigned by supervisor in a clean and acceptable manner; perform set-ups and take-downs as directed.

General Functions: 1. Clean floors according to schedule; dust furniture and equipment; wash walls and windows; vacuum as requested.

2. Maintain clean rest rooms, replenish tissue and towels, empty waste cans.

3. Request cleaning and maintenance supplies and equipment as needed.

4. Open and close assigned building daily as scheduled.

5. Move furniture, set up tables and chairs for meetings; set up assembly and classroom areas for regular activities.

7. Collect trash/garbage from all rooms and see that it is set out for pickup on appropriate days.

8. Check with supervisor daily for special projects.

9. Perform other such duties as assigned by the Buildings Superintendent.

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X-1. ORGANIST

Position Assignment: Title: Recruited by: Recommended by: Salary Scale:

Working Relationships: Reports to:

Supervises: Classification:

Position Qualifications: Organ keyboard proficiency of accompanying choirs and organ.

Principal Function:

Organist Minister of Music Ministerial Staff By Yearly Contract

Minister of Music in conjunction with Church Administrator

Substitute/supply organists Music Staff

equivalent to college graduate; capable soloists; working knowledge of a pipe

Organist for the Morning Worship Service(s); accompany the Sanctuary Choir.

General Functions: 1. Play for all morning worship services of the church.

2. Serve as accompanist for the Sanctuary Choir, including rehearsals; and if requested, accompanist for ensembles, and soloists scheduled in the morning worship service.

3. Play for all music specials involving the Sanctuary Choir and/or the organ if requested by the Minister of Music.

4. Play for weddings/funerals according to the special arrangements outlined below:

SPECIAL: 1. Be given the first opportunity to play for weddings and/or funerals scheduled in the church. If organist is not available, a different organist must be approved by the Minister of Music.

2. Compensation for playing for weddings or funerals is to be arranged by the families involved in the case of weddings; and by the families and/or funeral home in the case of funerals.

3. Compensation for playing for weddings or funerals is in addition to the salary for the organist position and the church has no claim on these honorariums.

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X-J. PIANIST-MUSIC ASSISTANT

Position Assignment: Title: Recruited by: Recommended by: Salary Scale:

Working Relationships: Reports to:

Supervises: Classification:

Position Qualifications:

Pianist-Music Assistant Minister of Music Ministerial Staff By Yearly Contract

Minister of Music in conjunction with Church Administrator

Pianist substitutes & volunteers Music Staff

Piano keyboard proficiency equivalent to college graduate; capable of accompanying choirs, soloists and ensembles.

Principal Function: Serve a church pianist for the morning and evening worship services; working with the graded choir program of the church; assist the Minister of Music with special music programs.

General Functions: 1. Play for the morning and evening worship services of the church.

2. Serve as accompanist for choirs, soloists and ensembles scheduled in those services as requested by the Minister of Music.

3. Prepare curriculum, rehearsal activities, and special events for the graded choirs working the volunteer workers and the Minister of Music.

4. Assist with the production of special music events as requested by the director of such events.

SPECIAL: 1. Be given the second opportunity to play for weddings and/or funerals scheduled in the church. If pianist is not available, a different organist/pianist must be approved by the Minister of Music.

2. Compensation for playing for weddings or funerals is to be arranged by the families involved in the case of weddings; and by the families and/or funeral home in the case of funerals.

3. Compensation for playing for weddings or funerals is in addition to the salary for the Pianist/Music Assistant and the church has no claim on these honorariums.

34

FORM #

1

2

3

4

5

6

7

8

9

10

11

PERSONNEL RELATED FORMS

DESCRIPTION/PURPOSE

Application for Employment

Personnel Record

Employee Evaluation

Personnel Appraisal

Employment Agreement

In-Service Changes/Adjustments

Grievance Form

Exit Interview Guide

Accident Report

Vacation Request

Acknowledging Receipt of Manual

35

:1 FIRST BAPTIST CHURCH, SARASOTA, FLORIDA ~~ 11 APPLICATION FOR EMPLOYMENT PAGE 1 of 3 II

I ""' I DAOC il li ADDRESS I TELEPHONE jl

~~ em, s;m, m I soc. sec. "'· I .

!.1 onsmn> APPm>n >DR I nmRcn PA' II ' II I Have vou previously applied to this church? ________ If yes, please give ~

date(s) and location -----------------------------------------------------Full Time [ ] Part Time [ ] Flexible [ ] (Check one or more>

Days Available Hours Available I I

I What date would you be available to start work? I

What special skills does you possess?

!I What machines can you operate? I I I

How did you learn of our church? I'

COMPLETE THIS SECTION IF YOU HAVE SERVED IN THE MILITARY

Branch of Service Dates of Duty Rank at Discharge Discharge Date .1

i Special Skills or Training Jil - I

I NAME & ADDRESS OF SCHOOL COURSE OF STUDY LAST YR lDEG.tDIPLOMA I

GRAMMAR 56 7 8 ,I . ! 'I

Htr.t.l ,,., .... ! u I I I . - - . I II

CDLLE6E I I I ' 23 • I I

TRADE/ 11 2 3 4 I !I OTHER I I !i

I I I il !'

Form# 1:6-88

I APPLICATION FOR EMPLOYMENT PAGE 2 of 3 I

II LIST EMPLOYERS STARTING WITH MOST RECENT I·

il COMPANY I DATES OF EMPLOYMENT II

ii I !! ADDRESS TELEPHONE

11 " I if ( ) .

11 '~~ ~n• ~ ~---- --· --.. ---·--.. II r ..JUO I J. l L....C. • 0 I HN I OHL...Ht<Y ~ ll'll::JH ~~·

I $ $

I DUTIES REASON FOR LEAVING 1'1

I . I COMPANY DATES OF EMPLOYMENT I I ADDRESS TELEPHONE I

( )

JOB TITLE START SALARY FINISH

I $ $ I I DUTIES REASON FOR LEAVING I j, COMPANY DATES OF EMPLOYMENT II

I I I ADDRESS TELEPHONE I ' ( )

1

1

1

1

JOB TITLE START SALARY FINISH ,1 $ $ I

I DUTIES REASON FOR LEAVING

II REFeRENCES I II Reference Name Address Occupation Telephone J

I. I >

2)

3)

I HEREBY STATE THAT THE ABOVE STATEMENTS ARE TRUE.

I II

I I. l

1 Appli~~~t7~-si9~~t~~~----------------------------- o~t~-------------- II H

l/ APPLICATION FOR EMPLOYMENT PAGE 3 ofm;=l

I ---- - -- -

I THIS PAGE FOR INTERVIEWER'S USE ONLY

I EMPLOYER DATE COMMENTS

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I' 'I

I I II I REFERENCE DATE COMMENTS I ' II I

I I i I

TEST ADMINISTERED TYPE RATING RESULTS I I I

NOTES

II l 1! _ _ II

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-ll I

- - il

II Recommended for Employment? NO [ J YES [ J !I

Ji

Was Applicant Notified of Decision? NO [ J YES [ J Date: ____________ r

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f Interviewer's Signature Date fl

IC FIRST BAPTIST C:Hi:JRCH, sARASOTA, FLORIDA 11

IJ PERSONNEL RECORD I I ... ,.... I"~· SEC. NO. I i· ADDRESS .EMPLOYEE NO.

i II CITY, STATE, ZIP

I. I I

DATE OF BIRTH I AGE SEX I MARITAL STATUS

! I

II CITIZENSHIP MIL.STATUS~LAST GRADE I !COMPLETED:

II PREVIous EMPLOYER

ADDRESS

Grade School College

PAST EMPLOYER

ADDRESS

JOB TITLE MOS./YRS. THERE !JOB TITLE

I#

TELEPHONE

OF DEPENDENTS

High School Trade

----- I

MOS./YRS. THERE

I NOTIFY IN EMERGENCY ---n Address Phone Rel. Ji

1 PosiTION/CLAssiFICATioN IRATE/PER !HIRE DATE r

DATE RATE

ABSENCES

YEAR

YEAR

TERMINATION DATE (see exit form)

Form # 2:6-88

JOB TITLE DEPT.

O=APPROVED X=UNAPPROVED T=TOTAL

~REASON

I

COMMENTS

lj II

FIRST BAPTIST CHURCH, SARASOTA, FLORIDA

EMPLOYEE EVALUATION PAGE 1 of 2

I [ J Scheduled

Present Date Last Evaluation [ J For Salary Increase I

[ J For Promotion I il EMPLOYEE EMPLOYEE NO. SOCIAL SECURITY NO.

I' POSITION TITLE SUPERVISOR

i

DATE HIRED CURRENT SALARY DATE OF LAST INCREASE

I ATTENDANCE: [ J EXCELLENT [ ] GOOD [ ] POOR

Excused Absences Unexcused Absences Days Late

This Year

Last Year

I PERFORMANCE: [ J EXCELLENT [ ] GOOD [ J POOR

Productivity: [ J Excellent [ ] Good [ J Poor

Comments: ----------------------------------------------------------------------------------------------------------------------------------------Ab i 1 i ty: [ J Excellent [ ] Good [ J Poor

Comments: ----------------------------------------------------------------------------------------------------------------------------------------

LAST EVALUATION

[ J E [ J G [ ] p

[ J E [ J G [ ] p

[ J E [ J G [ ] p

[ J E [ J G [ ] p

[ J E [ J G [ ] p

[ J E [ J G [ ] p

[ ] Excellent [ ] Goo ] r 1 E r 1 r, r l p

Form # 3:6-88

I I

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I

I I

I I

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II II

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II

II

I' EMPLOYEE EVALUATION PAGE 2 of 2

PERSONAL TRAITS

~ Relating to employees: [ l Excellent [ J Good [ J Poor

~ Comments: --------------------------------------------------------------- I

-------------------------------------------------------------------------

I Re 1 at i ng to customers: [ ) Excellent [ ) Good [ ) Poor

Comments: ---------------------------------------------------------------I -------------------------------------------------------------------------I

Check those traits which apply: ' I

[ ) Dependable [ ) Calm [ ) Aloof [ ) Conscientious I [ ) Extrovert [ ) Helpful [ ) Neat [ ) Organized [ ) Introvert [ ) Friendly [ ) Sloppy [ J Uninvolved [ ) Nervous [ ) Trustworthy [ ) Honest [ ) Enjoys Work

Comments on Evaluation:

I -------------------------------------------------------------------------! -------------------------------------------------------------------------

------------------------------------------------------------------------- II

Continued Employment: [ J Not Recommended [ J Recommended

Salary Increase: [ J Not Recommended [ J Recommended From

Promotion: [ J Not Recommended [ J Recommended From

Job Change: [ J Not Recommended [ J Recommended From

EVALUATED BY DATE

POSITION: SUPERVISOR

To --------

To --------

To --------

--------

--------

--------

l

I,

II I' II

II I

~ ,, --------------------- 1 ~ NO [ ) YES [ J !l

II FIRST BAPTIST CHURCH' SARASOTA, FLORIDA

DATE I 1 PERSONNEL APPRAISAL --------------- I I I EMPLOYEE EMPLOYEE NO. DEPARTMENT

I ~ POSITION TITLE [ J Initial Review ,, [ J Annual Review

II EXCL. GOOD SAT. FAIR POOR COMMENTS I :

I Attitude

I Quality of Work

I Quantity of Work I

I Attendance

I, skills ,. '

Involvement

I

I ....... ~ ~

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[ J Employee has read this appraisal (remarks below> I [ J Employee has not read this appraisal (reasons below>

!

! EMPLOYEE SIGNATURE

I""" I RI=I..J TI=WI=R c::;:Tr::N.O.TJ u:u:; r\.C.TI=

.:p~:::.~-:, ~:~:.. 1:~.: II

Form # 4:6-BB

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FIRST BAPTIST CHURCH I EMPLOYMENT AGREEMENT DATE ------------------

' APPOINTMENT

I I

EMPLOYEE <last, first--middle) EMPLOYEE SSN. I

I, DATE OF EMPLOYMENT Hours per week <ave>

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EMPLOYMENT STATUS [ ] Full time [ ] Parttime [ ] Temporary

I Starting Hourly Rate: Starting Monthly Rate:

Position Title: Salary Scale:

Classification:

'

I

Supervisor:

CONTRACT I I ' as employee, have read and understand the Personnel Po 1 ic ies of the First Baptist Church of Sarasota. I have read and understand the Posi- I

tion Description for which I am being employed. I agree to a 11 the conditions of the approved Personnel Policies and the Position Descrip-tion. The above information contained in the Appointment section is correct.

I I [ ] accept, [ ] reject, the insurance, upon completion of the proba-tionary period, as provided by the church in the Personnel Po I i c i es. I

I [ ] I have received a copy of this Employment Agreement.

Employee's Signature:---------------------------------------------------

I I Supervisor's Signature:-------------------------------------------------

I Administrator's Signature:----------------------------------------------

TL.JTC A.r.:!.OI::'I::'MI::'I\IT Ul\C DE:'I:"M Ml'\.n.C' rr.. OI'\CT nc TU<:C ~anuE:' t:'MCI nvt:'c • c:: DI:'CC:nl\11\.11::'1 II I F-'i~E. ~~ .. --. ·-··. . ·~~ ~--·· . ·~~- ~ . ~... ~· .. ·- ~~~ ·- -· .. -~. -- ~ . _ .. __ .... __ t·

Form # 5:6-88

II FIRST BAPTIST CHURCH, SARASOTA, FLORIDA I

I IN-SERVICE CHANGES/ADJUSTMENTS

EMPLOYEE EMPLOYEE SSN.

Date: Change II

Nature of Change:

I I

' Supervisor's Signature:

Date: Change II

Nature of Change:

I

I Supervisor's Signature:

i Date: Change II

i Nature of Change:

Supervisor's Signature. i.·

I Date: 1 Change II ........ ······· I

I

'

Supervisor's Signature: ~ j

THIS FORM IS A PART OF THE EMPLOYEE'S PERSONNEL FILE ~ ~

I FIRST BAPTIST CHURCH, SARASOTA, FLORIDA I

I GRIEVANCE FORM

I EMPLOYEE SSN I EMPLOYEE

i I Position I Date Submitted I

Complete details of grievance: (Include references to any law or policy>

Remedy Requested: I !

Employee's Signature:

Disposition-Step One I Date Received: Communicated:

Supervisor's Signature: [ ] accepted [ ] appealed

I I Date Received: I Disposition-Step Two Communicated: I

I Administrator's Signature: [ ] accepted ( ] appealed

I I Disposition-Step Three! Date Received: Communicated:

I I

I I

Personnel Committee Remarks:

I ~ I Chairperson's Signature: Date: ~ Form # 7:6-88

i FIRST BAPTIST CHURCH, SARASOTA, FLORIDA I

I EXIT INTERVIEW GUIDE I i EMPLOYEE I EMPLOYEE SSN I ~ Position I Date Completed

1 the climate within the church; employee morale; and the attitude of em- . ployees toward their supervisors, management, and their fellow employees. I It is important to ask questions in a non-threatening manner.

1. Which responsibilities did you like most about the job?

the least?

2. What did you like most about the office to which you were assigned?

3. What did you think about the way complaints were handled?

4. What type of working conditions are most conducive to your best ~ -----1 productivity?

-------5. What do you see as the future of this church?

6. What impressed you about this church when you first accepted your position?

Has this impression changed? If so, how? why?

7. When you first joined the staff, was your training helpful for what you were actually doing six months later?

8. What type of job are you going to? What are you looking for position that you feel is not present in this church?

in that

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9. What kind of work do you like to do best? work in your job here?

Were you doing that kind of ~

10. What points would you want to make if you could tell top management how you feel about this organization?

11. How do you feel about the contribution you have made to this church?

12. Tell me what your feelings are about the benefit program offered by this church?

Form II 8:6-88

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II II ,, II l! II

!I ACC !DENT REPORT

. . I

DATE I ' ---------------

FIRST BAPTIST CHURCH. SARASOTA. FLORIDA 11

;I EMPLOYEE SSN SUPERVISOR

'I INJURY DATE TIME DATE REPORTED TIME

l

f LAST DAY WORKED DATE RETURNED TO WORK

INVESTIGATOR TITLE DATE OF INVEST.

I LOCATION OF ACCIDENT

WHAT WAS EMPLOYEE DOING AT TIME OF ACCIDENT? I II I

MACHINES/EQUIPMENT BEING USED

DID MACHINE/EQUIPMENT MALFUNCTION? [ ] y [ J N IF YES, EXPLAIN.

I DID UNSAFE CONDITIONS CONTRIBUTE? [ ] y [ J N IF YES, EXPLAIN.

INJURY I

WAS THERE A MEDICAL EXAM? [ ] y [ J N IF YES, LIST PHYSICIANS I

WITNESSES

ACTION TAKEN TO PREVENT REOCCURRENCE

OTHER RECOMMENDATIONS I I

SIGNATURE DATE II !I

Form II 9:6-88

I FIRST BAPTIST CHURCH, SARASOTA, FLORIDA I I II VACATION REQUEST DATE

I EMPLOYEE POSITION

I I I DATE<Sl REQUESTED ALTERNATE DATE<Sl

I :, FROM TO FROM TO I

---

I [ ] WITH PAY [ ] WITHOUT PAY [ ] MAKE-UP I I

REMARKS

I' II lj

i EMPLOYEE SIGNATURE I

I OPP..,V£0 ov I DAm" AP.,.DVED ~ Form # 10:6-88

FIRST BAPTIST CHURCH, SARASOTA, FLORIDA

VACATION REQUEST

I EMPLOYEE

DATE<Sl REQUESTED FROM TO

[ J WITH PAY [ ]

I REMARKS

I DATE

EMPLOYEE'S POSITION

ALTERNATE DATE<Sl FROM TO

WITHOUT PAY [ ] MAKE-UP

II ,I u

I

I I II

1.1

:I

il EMPLOYEE SIGNATURE II

.-------------1:1 Form # 10:6-88

!! i]

I FIRST BAPTIST CHURCH, SARASOTA, FLORIDA -~!

ACKNOWLEDGING RECEIPT OF PERSONNEL MANUAL II 'I

I EMPLOYEE I DATE: I ' I lrl I ha~~- received my copy of the Personnel Manual which outlines the poli- 1

1'

cies, practices and benefit guidelines of the First Baptist Church of ' 1

1

Sarasota, Florida. I have read and understand the information contained I 1 in the Manual.

1

I I· I Since the information in this Manual is necessarily subject to change as !

I situations warrant, it is understood that changes in the manual may ' i supersede, revise or eliminate one or more of the policies in this man-i ual. These changes will be communicated to me by my supervisor or

I through official notices. I accept responsibility for keeping informed of such changes.

I '•o >oyee' o 'i ona<uce' !

I Supervisor's Signature: J

THIS FORM IS TO BE RETAINED IN THE EMPLOYEE'S PERSONNEL FILE

Form II 11:6-88

ORGANIZATIONAL CHARTS

The organizational charts which follow are placed in the Personnel

Manual and made a part of the project to demonstrate changes in the

staff arrangements resulting from the process of writing the manual.

The three chars are as follows:

1. The staff prior to the project/manual

2. The staff following the project/manual

3. Proposed staff organization to be implemented as soon as possible. The positions with an asterisk(*) beside them indicate future personnel needs.

50

I

STAFF First Baptist Church

Sarasota, Florida

Robert E. Werner Pastor

"arlene "athys Pastor 1 s Secretary

I :~.: ........ :-: ......... [:: .... :-: ......... =·+· .............. : : I

., Jates R. "arlin I Adlinistration/Outreach

I I

Fred 6isiger Bui !dings Supt.

H Frank Warberg II

I Custodian ,

H "ike Perd~ 1 Custodian !

Debbie Chester Custodian

"argaret Su11erall Financial Secretary

Susan Wright Receptionist

Paa Allen Education Secretary

I I I Lj Willen• Tate , ! Outreach Secretary 1

l I , I Ronald L. Beckner j J Dan Cracchiola ] :I Steve Lo;;,- ---~ I Education/Youth l 1 "•sic/Recreation ! .1 Counselor \

f- Sandra Laoler Organist

l , ..

~=========="

Denise Lortz i .. Pianist/"usic Assistant I

I

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STAFF First Baptist Church

Sarasota, Florida

1

Robert E. Werner Pastc•r . --

,I : ....... , I ~ .......................... "I" ............... :f===='====

. Martin ! I! Ronald L. Bedner j Dan Cracchiola I Steve Lortz Jaaes R Adoioistrat ion/Outreach I ! Education/Youth 1 ""sic/Recreation J Counselor

=====~! I . H Sandra Lawler 1 .. ~ I , ~arlene "athvs I I J Pastor's Sec/Office Mgr. I I

! .I H Pao Allen !' I I Education Secretary 1 I ···- .

! 1 Organist ! I . I . '--1 Denise Lortz ..

I Pianistl"usic Assistant 1

· l Susan Wright 1 ) Receptionist 1

Willene Tate . Outreach Secretary

l Fred Gisi~er Buildings . upt.

Frank Warberg Custodian

Mike Perdue

I , Custodian

Debbie Chester ' I Custodian

LJ Margaret Suuerall II I Financial Secretary

PROPOSED STAFF ORGANIZATION First Bap\ist Church

SarasutaJ Florida

j Robert E. Werner J

! Pastor J

Pastor's Secretary 1 ..

,---------~ - -----~- ---- ---- - ! ....................... , .................................... ! ............................... ,..................... i . I . .. . . I

--- • • F:====~====9 ! Jaoes R. ~arlin 1 Ado/Outreach I

I

~~- Buildings

1

1---+----i Adoinistrat~~ Sup\. I I / Assistan\t '

I ' I I ' I H Custodian

I l I I j Custodian

i

I

Y Custodian I

.. ! Office ~ j Systeos "gr .•

I I -

f-i Receptionist

I~· ====l

I

:H ~edia II

i , Secretary• l IF.==9 L1 Outreach I'

j Secretary 1

I --y Finane!~ 1 Secretarvt I , I

1 Ron L. Beckner I. j Education/Youth I·

! ! Dan Cracchiola i

J "usic/Rec. 1

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I. : : I

I I I '-i Education r I Organist m· ' Pianist ~ I .. 1 Secretary -- J ~~ ~us1c Assist. I

.. 1 ~usic Sec. ~ f-l I Librarian I

Steve Lortz Counselor