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When members have problems, they seek out the pastors for counseling. When pastors have problems,who they turn to for counseling? "Pastors are supposed to be servants of the Most High, hence they should not have problems", some people naively think. Others think that pastors go direct to God to solve their problems. Unless pastors intentionally build close friendships with other pastors, they do not have someone to talk to when they have problems in their lives. After all, they are not obligated to do so. In this respect, most counseling Code of Ethics require counselors to seek counseling when their personal problems affect their work. For example, section C.2.g of the American Counseling Association states:
"Counselors are alert to the signs of impairment from their own physical, mental, or emotional problems and refrain from offering or providing professional services when such impairment is likely to harm a client or others. They seek assistance for problems that reach the level of professional impairment, and, if necessary, they limit, suspend, or terminate their professional responsibilities until such time it is determined that they may safely resume their work."
I have yet to find any Code of Ethics for pastors that recommend such requirement. If we factor this into the employment contract, pastors will be able to seek counseling and the church pays for it. But again, which church will ever pay for their pastor to seek counseling? Some churches will send their pastors for counseling when they have fallen into some moral failure while others just sack them. Hence, what do pastors do when they have problems? Depending on their personalities, they either confide with their friends or keep quiet and suffer in silence.
Wednesday, December 21, 2011
Sunday, April 25, 2010
Code of Conduct
Code of Conduct for Fellowship of Churches
(This is a draft done by Elder John Lee for a group of churches he is associated with but you can modify it for your church use)
RATIONALE BEHIND CODE
1. To ensure all churches in the Fellowship, despite their different set-up and management style, are united as one within the Fellowship; in one spirit, with one voice, driven by one mission statement to fulfill the one vision as given by the Lord.
2. To ensure all policies, procedures and practices issued by the Executive Board are consistently applied throughout the churches of this Fellowship.
3. To ensure good governance within the Fellowship as well as within the member churches via a common and uniform code of conduct and hence circumventing potential disputes and disagreements.
This Code is not mandatory regulation. Instead, it sets out the best practices in governance. The Code is operated on the principle of ‘comply or explain’. This means that where a member church is unable to comply with certain Code guideline, they should be able to explain why they are unable to comply in their particular circumstances. In explaining non-compliance, the member church should also indicate what steps they intend to take to move towards compliance or give explanations if they decide otherwise.
The above notwithstanding, all member churches of the Fellowship are encouraged to review or consider amending their governing document, bye-laws and policies where necessary in the best interest of their organization to enable the adoption of this Code. Principally, the Code, as outlined hereunder, is made up of 2 Sections: the character or principle-spelling Section made up of Guiding Code No. 1 to No. 6 and the operational Section, which outlines the mode and functioning aspects of the Fellowship, via Guiding Code No. 7 to 8.
Guiding Code No. 1 - Collective Responsibility & Collective Submission
1.1 It is the collective responsibility of all members to act and render decisions in the best interest of the Fellowship.
1.2 Decisions made by the Fellowship are deemed collectively made and binding on each and every member. Once a decision is made, we shall submit to it regardless of our personal preference. The decision becomes our personal decision and we shall act and behave in submission to it.
Guiding Code No. 2 - Leadership by Example
2.1 All members are expected to be fully conversant with the policies, procedures and practices of the Fellowship and must always be exemplary in the discharge of these policies, procedures and practices in both the Fellowship as well as in their respective churches.
Guiding Code No. 3 - Servant Leadership
3.1 As members we are to be the greatest servants of all. We are to serve each other in the Fellowship and in our churches with all diligence, care, concern and great humility. Always strengthen each other and be supportive in words and in deeds.
Guiding Code No. 4 - Participatory Decision Making
4.1 All decisions made within the Fellowship must be guided by the Holy Spirit and undergirded with prayer and adequate deliberation. Wherever possible, papers will be presented to allow for due and careful deliberation. It is preferable for a decision to be deferred than to rush into it in haste on our own judgment.
4.2 All members of the Fellowship are also expected to take on personal responsibility for each decision, to pray over it, to discern the leading of the Holy Spirit and to apply all due diligence to the decision.
4.3 Decisions shall not be voted on. All decisions shall be deliberated and discussed upon until a consensus is reached. The Holy Spirit is one and there shall be no split decisions.
4.4 Other than our Statement of Faith, policies and decisions made by the Fellowship may be changed as deemed necessary through due process. However, all policies and decisions made can only be changed and altered with the full consensus of the Fellowship as led by the Holy Spirit.
Guiding Code No. 5 – Mutual Love & Submission
5.1 We are accountable to each other in the Fellowship. We grant to each other the liberty and the responsibility to be frank, direct and bold in helping one another mature in the Lord. We shall advise, counsel, correct and rebuke each other with love and gentleness and with integrity and sincerity of heart; always respecting one another. A variety of views and opinions is good. It leads to better discussion and enhances creativity. But it shall not be allowed to be a source of contention among us.
5.2 The evil one will not be allowed to drive a wedge in between us. When we have problem with each other we must take immediate steps to remove the potential arrow of the enemy.
5.3 Uphold each other in prayer constantly. The easiest way for the evil one to destroy the ministry is to cause dissension in the Fellowship. An attack on one of us is an attack on the whole Fellowship. It is better to answer to each other than to the unbelievers.
Guiding Code No. 6 – Professionalism & Transparency
6.1 The conduct of the Fellowship and each member church shall be of the highest professional level and transparency and giving the highest glory to our Lord in all facets of our conduct.
6.2 Strong Integrity, informed judgement, financial literacy, mature confidence, high standards of excellence are the other facets that each and every member of the Fellowship must have.
6.3 As part of conflict resolution, there shall also be in existence within the Fellowship an appropriate and effective channel for feedback and exchange of information as well as a system that will address grievances and resolve conflicts effectively and efficiently. Nonetheless, all decisions made in a conflict resolution shall be solely guided by the Holy Spirit.
6.4 As an effort to avoid potential conflicts, all meetings of the Fellowship shall be conducted at the highest professional level and minutes of these meetings be properly documented and circulated to all members.
6.5 There shall be procedures for reference checks or internal audit within the Fellowship that will ensure a fair and transparent performance review and appraisal on the usage of resources and fund.
Guiding Code No. 7 – No Adverse Publicity
7.1 No members of the Fellowship shall make public statements of any nature without the prior sanction of the Fellowship.
7.2 No members of the Fellowship shall bring into public disrepute any matters of any kind.
7.3 All information originating from the Fellowship is private and confidential and shall be treated with upmost confidence amongst the members of the Fellowship.
Guiding Code No. 8 – Delegation of Duties & The Executive Board
8.1 The Fellowship is governed by a volunteer Executive Board whose members are appointed through the guidance of the Holy Spirit.
8.2 As the highest policy and decision making body, the Board has the responsibility of ensuring that all operations and programs implemented are directed towards achieving the stated outcomes, mission and vision of the Fellowship.
8.3 The Board shall at all times be guided by this Code of Conduct in its management.
8.4 Responsibility, prudency, effectiveness, credibility and sustainability shall always be the nature and characteristics of the Board as well as for all plans and programs initiated by the same.
8.5 The Board shall develop an evaluation system to measure the effectiveness and efficiency of the plans and programs implemented and that their outcomes are always in line with and relevant to the mission and vision of the Fellowship.
8.6 The Board should ensure adequate resources and budget for its operations and programs, and that such resources are effectively and efficiently managed. Related to this, there shall always be in existence proper accounting practices in the management of these resources.
8.7 The Fellowship shall be regularly updated by the Board on the progress of its programs and plans.
Adapted from:
1. FGBMF Malaysia National Board Code of Conduct
2. Singapore Code of Governance for Charities and Institutions of a Public Character (churches classified under this category)
(This is a draft done by Elder John Lee for a group of churches he is associated with but you can modify it for your church use)
RATIONALE BEHIND CODE
1. To ensure all churches in the Fellowship, despite their different set-up and management style, are united as one within the Fellowship; in one spirit, with one voice, driven by one mission statement to fulfill the one vision as given by the Lord.
2. To ensure all policies, procedures and practices issued by the Executive Board are consistently applied throughout the churches of this Fellowship.
3. To ensure good governance within the Fellowship as well as within the member churches via a common and uniform code of conduct and hence circumventing potential disputes and disagreements.
This Code is not mandatory regulation. Instead, it sets out the best practices in governance. The Code is operated on the principle of ‘comply or explain’. This means that where a member church is unable to comply with certain Code guideline, they should be able to explain why they are unable to comply in their particular circumstances. In explaining non-compliance, the member church should also indicate what steps they intend to take to move towards compliance or give explanations if they decide otherwise.
The above notwithstanding, all member churches of the Fellowship are encouraged to review or consider amending their governing document, bye-laws and policies where necessary in the best interest of their organization to enable the adoption of this Code. Principally, the Code, as outlined hereunder, is made up of 2 Sections: the character or principle-spelling Section made up of Guiding Code No. 1 to No. 6 and the operational Section, which outlines the mode and functioning aspects of the Fellowship, via Guiding Code No. 7 to 8.
Guiding Code No. 1 - Collective Responsibility & Collective Submission
1.1 It is the collective responsibility of all members to act and render decisions in the best interest of the Fellowship.
1.2 Decisions made by the Fellowship are deemed collectively made and binding on each and every member. Once a decision is made, we shall submit to it regardless of our personal preference. The decision becomes our personal decision and we shall act and behave in submission to it.
Guiding Code No. 2 - Leadership by Example
2.1 All members are expected to be fully conversant with the policies, procedures and practices of the Fellowship and must always be exemplary in the discharge of these policies, procedures and practices in both the Fellowship as well as in their respective churches.
Guiding Code No. 3 - Servant Leadership
3.1 As members we are to be the greatest servants of all. We are to serve each other in the Fellowship and in our churches with all diligence, care, concern and great humility. Always strengthen each other and be supportive in words and in deeds.
Guiding Code No. 4 - Participatory Decision Making
4.1 All decisions made within the Fellowship must be guided by the Holy Spirit and undergirded with prayer and adequate deliberation. Wherever possible, papers will be presented to allow for due and careful deliberation. It is preferable for a decision to be deferred than to rush into it in haste on our own judgment.
4.2 All members of the Fellowship are also expected to take on personal responsibility for each decision, to pray over it, to discern the leading of the Holy Spirit and to apply all due diligence to the decision.
4.3 Decisions shall not be voted on. All decisions shall be deliberated and discussed upon until a consensus is reached. The Holy Spirit is one and there shall be no split decisions.
4.4 Other than our Statement of Faith, policies and decisions made by the Fellowship may be changed as deemed necessary through due process. However, all policies and decisions made can only be changed and altered with the full consensus of the Fellowship as led by the Holy Spirit.
Guiding Code No. 5 – Mutual Love & Submission
5.1 We are accountable to each other in the Fellowship. We grant to each other the liberty and the responsibility to be frank, direct and bold in helping one another mature in the Lord. We shall advise, counsel, correct and rebuke each other with love and gentleness and with integrity and sincerity of heart; always respecting one another. A variety of views and opinions is good. It leads to better discussion and enhances creativity. But it shall not be allowed to be a source of contention among us.
5.2 The evil one will not be allowed to drive a wedge in between us. When we have problem with each other we must take immediate steps to remove the potential arrow of the enemy.
5.3 Uphold each other in prayer constantly. The easiest way for the evil one to destroy the ministry is to cause dissension in the Fellowship. An attack on one of us is an attack on the whole Fellowship. It is better to answer to each other than to the unbelievers.
Guiding Code No. 6 – Professionalism & Transparency
6.1 The conduct of the Fellowship and each member church shall be of the highest professional level and transparency and giving the highest glory to our Lord in all facets of our conduct.
6.2 Strong Integrity, informed judgement, financial literacy, mature confidence, high standards of excellence are the other facets that each and every member of the Fellowship must have.
6.3 As part of conflict resolution, there shall also be in existence within the Fellowship an appropriate and effective channel for feedback and exchange of information as well as a system that will address grievances and resolve conflicts effectively and efficiently. Nonetheless, all decisions made in a conflict resolution shall be solely guided by the Holy Spirit.
6.4 As an effort to avoid potential conflicts, all meetings of the Fellowship shall be conducted at the highest professional level and minutes of these meetings be properly documented and circulated to all members.
6.5 There shall be procedures for reference checks or internal audit within the Fellowship that will ensure a fair and transparent performance review and appraisal on the usage of resources and fund.
Guiding Code No. 7 – No Adverse Publicity
7.1 No members of the Fellowship shall make public statements of any nature without the prior sanction of the Fellowship.
7.2 No members of the Fellowship shall bring into public disrepute any matters of any kind.
7.3 All information originating from the Fellowship is private and confidential and shall be treated with upmost confidence amongst the members of the Fellowship.
Guiding Code No. 8 – Delegation of Duties & The Executive Board
8.1 The Fellowship is governed by a volunteer Executive Board whose members are appointed through the guidance of the Holy Spirit.
8.2 As the highest policy and decision making body, the Board has the responsibility of ensuring that all operations and programs implemented are directed towards achieving the stated outcomes, mission and vision of the Fellowship.
8.3 The Board shall at all times be guided by this Code of Conduct in its management.
8.4 Responsibility, prudency, effectiveness, credibility and sustainability shall always be the nature and characteristics of the Board as well as for all plans and programs initiated by the same.
8.5 The Board shall develop an evaluation system to measure the effectiveness and efficiency of the plans and programs implemented and that their outcomes are always in line with and relevant to the mission and vision of the Fellowship.
8.6 The Board should ensure adequate resources and budget for its operations and programs, and that such resources are effectively and efficiently managed. Related to this, there shall always be in existence proper accounting practices in the management of these resources.
8.7 The Fellowship shall be regularly updated by the Board on the progress of its programs and plans.
Adapted from:
1. FGBMF Malaysia National Board Code of Conduct
2. Singapore Code of Governance for Charities and Institutions of a Public Character (churches classified under this category)
Thursday, November 19, 2009
Counseling the Depressed
A report from a Christian organisation reads:
"What kind of personal pain would cause a 42-year-old pastor to abandon his family, his calling and even life itself? Members of a Baptist church here are asking that question after their pastor committed suicide in his parked car in September. Those who counsel pastors say Christian culture, especially Southern evangelicalism, creates the perfect environment for depression. Pastors suffer in silence, unwilling or unable to seek help or even talk about it. Sometimes they leave the ministry. Occasionally the result is the unthinkable".
I did a paper on depression last year and pasted part of it here to provide a general approach to help depressed people be it pastors or parishioners.
In counseling the depressed, we need to adopt a multi-approach since there could be many causes. Firstly, we need to examine the physiological reasons e.g. eating disorders, hypothyroidism, or hormonal deficiency. The counselor may need to refer the counselee for antidepressants (e.g. prozac, paxil, zoloft) to stabilize his mood. According to medical research, low levels of serotonin in the brain lead to depression hence antidepressants works by bringing serotonin levels back to normal. However, while antidepressants raise serotonin levels within hours, it takes weeks before the medication actually relieves depression.
People who have experienced depression face a likely risk of having their negative thinking patterns reactivated under sad circumstances. Thus, for effective treatment, psychotherapy must accompany pharmacotherapy An effective psychotherapy method is the Cognitive Behavior Therapy, which advocates changing the person’s thinking in order to change his behavior and feeling. The counselor must challenge the client’s negative thought patterns (e.g. self-worthlessness, inferiority complex or perfectionism) helping him evaluate them objectively and finally replacing them with realistic mindsets. Interpersonal therapy (IPT) will help him deal with interpersonal disputes, adjust to loss of relationships, acquire new relationships, and improve social skills. Regular exercise, exposure to sunlight and consuming relevant vitamins are helpful ways to prevent relapse. Another way to maintain healing is to practice mindfulness-based meditation i.e. learning how to recognize negative moods before they become overwhelming and letting go of negative thinking rather than getting caught in the spiral of pessimism.
"What kind of personal pain would cause a 42-year-old pastor to abandon his family, his calling and even life itself? Members of a Baptist church here are asking that question after their pastor committed suicide in his parked car in September. Those who counsel pastors say Christian culture, especially Southern evangelicalism, creates the perfect environment for depression. Pastors suffer in silence, unwilling or unable to seek help or even talk about it. Sometimes they leave the ministry. Occasionally the result is the unthinkable".
I did a paper on depression last year and pasted part of it here to provide a general approach to help depressed people be it pastors or parishioners.
In counseling the depressed, we need to adopt a multi-approach since there could be many causes. Firstly, we need to examine the physiological reasons e.g. eating disorders, hypothyroidism, or hormonal deficiency. The counselor may need to refer the counselee for antidepressants (e.g. prozac, paxil, zoloft) to stabilize his mood. According to medical research, low levels of serotonin in the brain lead to depression hence antidepressants works by bringing serotonin levels back to normal. However, while antidepressants raise serotonin levels within hours, it takes weeks before the medication actually relieves depression.
People who have experienced depression face a likely risk of having their negative thinking patterns reactivated under sad circumstances. Thus, for effective treatment, psychotherapy must accompany pharmacotherapy An effective psychotherapy method is the Cognitive Behavior Therapy, which advocates changing the person’s thinking in order to change his behavior and feeling. The counselor must challenge the client’s negative thought patterns (e.g. self-worthlessness, inferiority complex or perfectionism) helping him evaluate them objectively and finally replacing them with realistic mindsets. Interpersonal therapy (IPT) will help him deal with interpersonal disputes, adjust to loss of relationships, acquire new relationships, and improve social skills. Regular exercise, exposure to sunlight and consuming relevant vitamins are helpful ways to prevent relapse. Another way to maintain healing is to practice mindfulness-based meditation i.e. learning how to recognize negative moods before they become overwhelming and letting go of negative thinking rather than getting caught in the spiral of pessimism.
Sunday, November 8, 2009
Ministerial Ethics
From time to time, we hear of the problem of sheep-stealing. Here are some ministerial ethics and courtesies for your consideration:
A. Members visiting other churches
• From time to time, members visit other churches for special programmes, combined prayer meetings, seminars, etc. During such times, pastors should ensure that no conscious efforts (e.g. distribution of church brochures) are made to woo these people to join their church.
• If the pastor sees a member from another church coming to his church for more than two Sundays consecutively, he should check out things with the said person and also the pastor of the other church.
B. Members having problems with the church leadership
If we know that the person is having problems with his home church, we should:
• encourage him to resolve the issues with his church /pastor
• not encourage him to transfer his membership to our church
(If however the person still wants to transfer his membership, we must inform his pastor and receive him only after much counseling and prayer - the person will bring his baggage of problems to your church!).
C. Members being disciplined by the church
• If a person is under discipline (on clear scriptural grounds, e.g. adultery) by his home church, we must never accept the person into our membership.
• If however, the person wants to attend your church, he should be subjected to the
same discipline until he is restored.
D. Members needing special ministry
• Pastors who have some special training/gifting (e.g. professional counseling,
deliverance, etc) should refrain from ministering to members of another church
unless they have a written consent from his pastor.
E. New Believers
• If we know that another church is already doing follow up work on a certain person (potential or new convert, new arrival from another town), we should refrain from recruiting that person to your church.
F. Church Splits
• We should try our best to help our fellow pastors to keep their church intact so that the name of Christ will not be dishonoured among outsiders.
• However, if one group of members have decided to come out and form their own
church, we should try to bring reconciliation to both camps.
• In the event one group decides to join your church, they should be counseled and instructed not to talk bad about their former church's leadership.
A. Members visiting other churches
• From time to time, members visit other churches for special programmes, combined prayer meetings, seminars, etc. During such times, pastors should ensure that no conscious efforts (e.g. distribution of church brochures) are made to woo these people to join their church.
• If the pastor sees a member from another church coming to his church for more than two Sundays consecutively, he should check out things with the said person and also the pastor of the other church.
B. Members having problems with the church leadership
If we know that the person is having problems with his home church, we should:
• encourage him to resolve the issues with his church /pastor
• not encourage him to transfer his membership to our church
(If however the person still wants to transfer his membership, we must inform his pastor and receive him only after much counseling and prayer - the person will bring his baggage of problems to your church!).
C. Members being disciplined by the church
• If a person is under discipline (on clear scriptural grounds, e.g. adultery) by his home church, we must never accept the person into our membership.
• If however, the person wants to attend your church, he should be subjected to the
same discipline until he is restored.
D. Members needing special ministry
• Pastors who have some special training/gifting (e.g. professional counseling,
deliverance, etc) should refrain from ministering to members of another church
unless they have a written consent from his pastor.
E. New Believers
• If we know that another church is already doing follow up work on a certain person (potential or new convert, new arrival from another town), we should refrain from recruiting that person to your church.
F. Church Splits
• We should try our best to help our fellow pastors to keep their church intact so that the name of Christ will not be dishonoured among outsiders.
• However, if one group of members have decided to come out and form their own
church, we should try to bring reconciliation to both camps.
• In the event one group decides to join your church, they should be counseled and instructed not to talk bad about their former church's leadership.
Key elements of a church constitution
The Church Constitution is the document which the church adopts to reflect the fundamental essence of the church and how the church operates. The major parts are as follows:
A) Main Tenets:
1) The mission statement of the Church
2) The name of the Church.
3) A statement of faith and practice
4) A statement of affiliation
5) A statement on the church’s governance.
B) Bylaws
This part contains the provisions upon which the church operates. Bylaws should be modified as a church grows and moves through various life cycles. It should include the following:
1) Process for appointing elders, electing deacons and committees
2) Process for financial and budget operations of the church
3) Process of amending the constitution
C) Policies and Procedures
This part details various policies of the church as per the ministries such as personnel, building, facilities, finances, etc.
While some treat these three parts as separate documents, others compile them as one for easy referencing.
Wise is the church leadership to have a clear understanding in the constitution on the matters raised below as these are potential timebombs
1. Church Government
ABC church shall be governed by an eldership, chaired by the chief elder or the senior pastor (there are pros and cons). This eldership with a minimum of 5 members shall be responsible for the spiritual, financial and administrative matters of the church.
The senior pastor should be responsible for charting out the overall vision and ministry direction of the church. Acting as a check and balance, his fellow elders would help to discern the leading of God in this respect. As they concur with the pastor, they would help to establish systems, policies, programmes and budgets to fulfill the call and direction of God for the church.
The initial eldership shall be appointed by the senior pastor (Acts 14:23; Titus 1:5) within 3 years from the time of the inaugural meeting to help the latter in the governing of the church. The time frame is necessary as it allows the pastor to examine the life, doctrines and ministry of the potential leaders as set forth in 1 Tim 3 and Titus 1. Plurality of eldership is also necessary to safeguard the leadership of the pastor himself against pride (2 Chron. 26:16), immorality (2 Sam 11-12), unwise decisions (Prov 11:14) and the deception of his own heart (Jer 17:9)
Subsequent appointment of elders and deacons are appointed by a consensus decision within the existing eldership after a thorough process of observation (1 Tim 3:2-7). Should there be any complaints against an elder, a thorough process of investigation is also needed (1 Tim 5:19-20).
This accountability process should also apply to the senior pastor since he is also subject to the weakness of the flesh (Heb 5:1-2). Thus, if the senior pastor is proven of misconduct in terms of morality, finances or doctrinal error, the longest serving elder shall call for a meeting to take the necessary steps of disciplining him which may include suspension from ministry and compulsory counseling over a period of time. A pre-determined Christian leader(s) should be called in to advise on the discipline process since this involves the senior pastor who is God's anointed servant. Only after all these avenues have been exhausted before any termination of leadership role should take place.
Advisers should be appointed to act as arbiters in the event of irresolvable conflicts which result from moral failures or doctrinal deviations. They should be respected pastors/leaders from other churches/fellowships who are acquainted with both the leadership and congregation of the church.
2. Financial
Trustees should be appointed to help manage the church's funds with integrity and accountability. Besides developing financial guidelines on approval limits for expenditure, they also hold property on behalf of the church. They should be unpaid members of the church who are knowledgeable in legal and financial matters.
A sample of approval limits is as follows:
• Expenditure up to RM2,000 may be approved by the pastor
• Expenditure up to RM5,000 may be approved by any three of the office bearers of the Church.
• Expenditure exceeding RM5,000 shall be approved by the Church Board.
• Expenditure exceeding RM50,000 must have the prior sanction of a General Meeting.
3. Distribution of Assets in the event of Dissolution
In the unlikely event of the dissolution of the church, no income or property of the church will be distributed to any member of the church including its leaders. After all wages, debts and liabilities have been settled, the balance of the funds and assets will be given to another church/organisation to be recommended by the elders and decided by the members on a simple majority vote.
A) Main Tenets:
1) The mission statement of the Church
2) The name of the Church.
3) A statement of faith and practice
4) A statement of affiliation
5) A statement on the church’s governance.
B) Bylaws
This part contains the provisions upon which the church operates. Bylaws should be modified as a church grows and moves through various life cycles. It should include the following:
1) Process for appointing elders, electing deacons and committees
2) Process for financial and budget operations of the church
3) Process of amending the constitution
C) Policies and Procedures
This part details various policies of the church as per the ministries such as personnel, building, facilities, finances, etc.
While some treat these three parts as separate documents, others compile them as one for easy referencing.
Wise is the church leadership to have a clear understanding in the constitution on the matters raised below as these are potential timebombs
1. Church Government
ABC church shall be governed by an eldership, chaired by the chief elder or the senior pastor (there are pros and cons). This eldership with a minimum of 5 members shall be responsible for the spiritual, financial and administrative matters of the church.
The senior pastor should be responsible for charting out the overall vision and ministry direction of the church. Acting as a check and balance, his fellow elders would help to discern the leading of God in this respect. As they concur with the pastor, they would help to establish systems, policies, programmes and budgets to fulfill the call and direction of God for the church.
The initial eldership shall be appointed by the senior pastor (Acts 14:23; Titus 1:5) within 3 years from the time of the inaugural meeting to help the latter in the governing of the church. The time frame is necessary as it allows the pastor to examine the life, doctrines and ministry of the potential leaders as set forth in 1 Tim 3 and Titus 1. Plurality of eldership is also necessary to safeguard the leadership of the pastor himself against pride (2 Chron. 26:16), immorality (2 Sam 11-12), unwise decisions (Prov 11:14) and the deception of his own heart (Jer 17:9)
Subsequent appointment of elders and deacons are appointed by a consensus decision within the existing eldership after a thorough process of observation (1 Tim 3:2-7). Should there be any complaints against an elder, a thorough process of investigation is also needed (1 Tim 5:19-20).
This accountability process should also apply to the senior pastor since he is also subject to the weakness of the flesh (Heb 5:1-2). Thus, if the senior pastor is proven of misconduct in terms of morality, finances or doctrinal error, the longest serving elder shall call for a meeting to take the necessary steps of disciplining him which may include suspension from ministry and compulsory counseling over a period of time. A pre-determined Christian leader(s) should be called in to advise on the discipline process since this involves the senior pastor who is God's anointed servant. Only after all these avenues have been exhausted before any termination of leadership role should take place.
Advisers should be appointed to act as arbiters in the event of irresolvable conflicts which result from moral failures or doctrinal deviations. They should be respected pastors/leaders from other churches/fellowships who are acquainted with both the leadership and congregation of the church.
2. Financial
Trustees should be appointed to help manage the church's funds with integrity and accountability. Besides developing financial guidelines on approval limits for expenditure, they also hold property on behalf of the church. They should be unpaid members of the church who are knowledgeable in legal and financial matters.
A sample of approval limits is as follows:
• Expenditure up to RM2,000 may be approved by the pastor
• Expenditure up to RM5,000 may be approved by any three of the office bearers of the Church.
• Expenditure exceeding RM5,000 shall be approved by the Church Board.
• Expenditure exceeding RM50,000 must have the prior sanction of a General Meeting.
3. Distribution of Assets in the event of Dissolution
In the unlikely event of the dissolution of the church, no income or property of the church will be distributed to any member of the church including its leaders. After all wages, debts and liabilities have been settled, the balance of the funds and assets will be given to another church/organisation to be recommended by the elders and decided by the members on a simple majority vote.
Thursday, November 5, 2009
How does a non-registered church buy properties?
For churches that are not registered, consult a lawyer or a company secretary to draft a trust deed.
A trust is an arrangement under which property is given to one or more persons, the trustee or trustees, to use or apply it, and the income from it, for other persons, the beneficiaries. As between trustee(s) and beneficiaries the property belongs to the beneficiaries, in the sense that the trustee(s) can derive no benefit from it.
A trust deed can be prepared by an experienced and competent legal practitioner at the request of the church members or a committee formed for the purpose of appointing a trustee, stating precisely the purpose of such a trust, the subject matter or trust property, and the beneficiaries.
There is no law requiring that the trust-creating entity to be a registered body or a legal entity so long as the basic criteria for forming a trust are fulfilled. Immovable (and movable) property can be held under the trust.
The Trustee Act 1949 sets out the various powers, duties and liabilities of the trustees. Under this Act, trustees are given the power to invest any trust funds in his hand, power to sell property without being answerable for any loss, power to employ agents to transact any business, power to delegate the trust to any person during his absence from Malaysia, etc.
Section 2(2) says:
The powers conferred by this Act on trustees are in addition to the powers conferred by the instrument, if any, creating the trust, but those powers, unless otherwise stated, apply if and so far only as a contrary intention is not expressed in the instrument, if any, creating the trust, and have the effect subject to the terms of that instrument.
It is therefore advisable that, in the drafting of the trust instrument, the trustees’ duties and powers are clearly defined and restricted to minimize abuse. If the powers are to be exercised, certain safeguards, for example, obtaining the unanimous decision of the trustees, may be prudent. The church must ensure that the trustees appointed are capable as well as trustworthy because of the extensive power they hold.
A trust is an arrangement under which property is given to one or more persons, the trustee or trustees, to use or apply it, and the income from it, for other persons, the beneficiaries. As between trustee(s) and beneficiaries the property belongs to the beneficiaries, in the sense that the trustee(s) can derive no benefit from it.
A trust deed can be prepared by an experienced and competent legal practitioner at the request of the church members or a committee formed for the purpose of appointing a trustee, stating precisely the purpose of such a trust, the subject matter or trust property, and the beneficiaries.
There is no law requiring that the trust-creating entity to be a registered body or a legal entity so long as the basic criteria for forming a trust are fulfilled. Immovable (and movable) property can be held under the trust.
The Trustee Act 1949 sets out the various powers, duties and liabilities of the trustees. Under this Act, trustees are given the power to invest any trust funds in his hand, power to sell property without being answerable for any loss, power to employ agents to transact any business, power to delegate the trust to any person during his absence from Malaysia, etc.
Section 2(2) says:
The powers conferred by this Act on trustees are in addition to the powers conferred by the instrument, if any, creating the trust, but those powers, unless otherwise stated, apply if and so far only as a contrary intention is not expressed in the instrument, if any, creating the trust, and have the effect subject to the terms of that instrument.
It is therefore advisable that, in the drafting of the trust instrument, the trustees’ duties and powers are clearly defined and restricted to minimize abuse. If the powers are to be exercised, certain safeguards, for example, obtaining the unanimous decision of the trustees, may be prudent. The church must ensure that the trustees appointed are capable as well as trustworthy because of the extensive power they hold.
How can a non-registered church open an account with EPF?
Under the EPF Act,
An employer is defined as a person(s) with whom an employee has a contract of service or apprenticeship.
Employer includes:
* Manager, agent or person responsible for the payment of wages to an 'employee'
* Any group of persons whether statutory or non-statutory or incorporated
* Any Government, Government Department, Statutory Body, Local Authority or other bodies as specified in the Second Schedule to the EPF Act 1991
An employee is defined as a person who is employed under a contract of service or apprenticeship. The contract of service or apprenticeship can be written or oral, expressed or implied.
Non-registered churches fall into the category of non-incorporated entities and are therefore obligated to open an account with them and vice versa.
An employer is defined as a person(s) with whom an employee has a contract of service or apprenticeship.
Employer includes:
* Manager, agent or person responsible for the payment of wages to an 'employee'
* Any group of persons whether statutory or non-statutory or incorporated
* Any Government, Government Department, Statutory Body, Local Authority or other bodies as specified in the Second Schedule to the EPF Act 1991
An employee is defined as a person who is employed under a contract of service or apprenticeship. The contract of service or apprenticeship can be written or oral, expressed or implied.
Non-registered churches fall into the category of non-incorporated entities and are therefore obligated to open an account with them and vice versa.
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