Do You Need a D.C.E.?

John Cionca

Some churches wait until they can afford a staff expansion. Other churches stretch themselves, believing the expanded ministry will bring in the necessary giving units to support the salary.

Still others don’t seem to need professional staff. Their lay people have administrative or educational backgrounds and effectively coordinate the C.E. program.

Some churches first expand to include a part-time staff member, while others go from nothing to a full-time person. Some hire a second generalist (an associate pastor), while others zero in on a specialist—a director of Christian education.

The expansion of staff in a church can be likened to the addition of a child to a family. For some the decision is easily made, while for others it takes a great amount of consideration. In any case, deciding is often less traumatic than when the newcomer actually arrives. That’s when the tensions can sprout.

From Volunteers to Paid Staff

One church had trouble staffing its nursery for years. Many young families had been joining the fellowship, and now the church was moving into a third morning worship service. Many workers served every Sunday, while some worked only once a month or every three months. With three nurseries and six main services a week, the church was tying up scores of people each quarter in just one ministry. Young mothers, after being with their children all week, did not appreciate having to take a turn in the nursery. For them, singing in the choir or working in a girls’ club was a welcome change.

The Christian education committee met to consider this growing need. While volunteer staff would always be part of their nursery ministry, the committee also felt it would be beneficial to hire a part-time attendant who would work every service.

The committee was also concerned for the children. Rather than being admitted to the nursery by different people at varying services, they would benefit from the friendly welcome of the same “grandmother figure” each time, which would help alleviate arrival anxieties.

The committee labored over its decision, for there was one woman they did not want to offend. She had worked in the nursery for ten years and felt it was her “baby.” When the committee chairman asked for Lucille’s input on the situation, she strongly opposed hiring someone. She offered to work a few more times a month to help prevent it.

When the decision was finally made, she drew her battle line. “The day an outsider is hired, I’ll quit working in the baby nursery,” she announced. She said she would be willing to move to the toddler nursery, but that turned out to be an empty promise. Lucille quit serving in that church eleven years ago, the very day the first nursery attendant was hired.

I often ask myself if it would have been possible to initiate the paid staff without losing that volunteer.

By contrast, I have seen a youth pastor added without sidelining the previous lay sponsors. I have observed the hiring of a music minister without losing the former lay choir leader. What enables a church to expand its staff smoothly?

Here are some factors:

First, expansion must be a perceived need. The congregation must see that someone needs to develop and coordinate the overall educational program. It is not enough for the pastor or the board to see this. The congregation must own the idea as well. Part of my failure with Lucille was not helping her to see the seriousness of our staffing need.

Second, early and regular communication must precede and be maintained throughout the transition period. The congregation needs to be informed about the value of a minister of education. He or she is not going to replace the Sunday school superintendent, nor the librarian, nor the youth sponsor. The D.C.E. will be the equipper and resource for the educational team in order to have a growing ministry.

What a Minister of Education Can Do

A good Christian education minister will bring both qualitative and quantitative growth to the church. Quality will improve, because the curriculum, program, and staff all receive direct supervision. In a specialized way the D.C.E. is the encourager, team builder, and shepherd of the educational staff.

The minister of education will not only keep high quality in the existing program but also be sensitive to new program needs in the community or congregation. A competent person will, in a short time, produce a program that attracts additional singles and families. In a world that tries to lure people away from Christ, a strong Christian education ministry is greatly sought by parents.

As a pastor concerned with worship, preaching, missions, evangelism, stewardship, and education, I cannot keep abreast of the best materials or training possibilities for my people. As my church begins to grow and the programs expand, the help of a competent professional becomes strategic. Outreach and visitation have their place, but people will continue to come to a church only if something is worth attending. This obviously refers to the worship and preaching but equally to the Christian education program. When people are running out the back door as fast as they come in the front door, there is no growth. A competent minister of education helps prevent this.

The job description itself should be tailored to the church’s specific needs, then adjusted according to the strength of the person hired. (Sample job descriptions appear at the end of this chapter.)

While some churches prefer job descriptions that include an accompanying “standard of performance,” most are content to (1) define the job, (2) state primary relationships, (3) delineate specific responsibilities, and (4) express qualifications for the job.

In summary, the minister of Christian education is the executor of the church’s educational program. While he or she reports to the senior pastor and serves on the Christian education committee, this person is the one responsible for ongoing implementation and coordination of the educational program. Styles of leadership among D.C.E.s are as varied as styles of leadership among senior pastors. Some are outgoing; others prefer to work behind the scenes. Nevertheless, effective ministers of education must have administrative skills as well as be able to work with people.

Hiring a D.C.E.

When Southwood Church considered expanding its pastoral staff in the area of Christian education and youth, we decided to seek a full-time person in this capacity. We were not close to any Bible colleges or seminaries; part-time possibilities were limited. We felt the Christian education ministry needed long-term oversight, and part-timers do not always stay very long. In addition, we had a need in both Christian education and youth, each of which easily could have been a full-time position.

Three options were available to the elders:

First, an individual from the congregation could be called for this service. Although there was one possibility, it did not appear to be the individual’s leading or the search committee’s preference.

The second option was to look for a professional currently serving on another church staff. This would allow the search committee to examine the person’s track record.

In our case, however, we chose the third alternative: a new Bible college or seminary graduate. We were willing to be patient with a younger person and train him for the needs in our congregation. Finances were also an important variable; this was to be our third full-time staff member, and funds were limited.

A seasoned veteran would have consumed less of my time and would have been more effective earlier in his ministry. But a Bible college graduate, being younger and having fewer dependents, would be less expensive and would offer us an opportunity to train.

In marriage there seems to be a direct relationship between the length of courtship and success after the wedding. In the same way, the more knowledge the candidate and church have about one another prior to hiring, the more likely a successful tenure.

I have always had mixed feelings about asking a candidate to complete a Myers-Briggs test, a 16 PF, or the Taylor-Johnson Temperament Analysis. But at this point in my ministry, I believe it is important. Not only should the candidate be tested, but so should the pastoral staff, especially the senior pastor. A competent counselor can then be asked to look at the interrelationships of the staff to see how they mesh with the potential candidate. What interpersonal difficulties might be present? During the actual on-site interview, pointed discussion can be aimed at these potential problem areas.

I remember a seminar where results of a longitudinal study of a large school district were reported. Over a ten-year period, not one teacher had been terminated because of incompetence. The only firings had occurred over interpersonal relationships or personal behavior problems.

A clear job description, detailed items on reference forms, on-site interviews prior to actual presentation of the candidate, and the use of psychological testing will help both sides discern the leading of the Spirit regarding a possible marriage in ministry.

Discipling the D.C.E.

As I have talked with ministers of Christian education, they have often seemed polarized when it comes to relationship with the senior pastor. Some feel they are little more than an errand boy for the senior minister’s educational expectations and desires. Others feel the entire church program has been dumped on them: “You’re the professional.… That’s what we hired you for.… Whatever you think is best.” This latter situation, in fact, seems to be more common than the first.

In my more hectic moments as a pastor, I’m prone to say, “I’m trying to play third base, shortstop, right field, and catcher all at once. At least the D.C.E. should be able to play first base without my help.” But discipleship is an essential part of staff oversight. And it cannot take place without structure and regular contact. My relationship with the staff must be professional; therefore weekly or regular meetings for prayer and the sharing of ministry concerns is essential. My relationship with the staff must also be personal; therefore individual attention must be given, even if only over a cup of coffee during an informal moment of the day.

I have served on a pastoral staff where four of the ministers sang together in a quartet and played racquetball together three times a week. Because of common interests, our activities took us outside our professional relationship. I’ve also served on a staff where the three ministers were very different. One enjoyed classical music and tolerated some sports, one listened to contemporary music and hated sports, and the jock enjoyed the Sixteen Singing Men and the Blackwood Brothers. The professional relationship on that staff was cordial, but there was not a natural friendship that brought families together outside of our responsibilities.

Discipling the minister of education means helping the person be effective in his or her job. In one church our Christian education director was very teachable and creative, but he was not an initiator. That meant I needed to encourage Don and help him keep on top of the details of the education program. Often I would make suggestions, and Don was willing to implement them.

In another church our first Christian education director had great initiative, but he was not teachable. He viewed the slightest question as a slam on his competence and integrity. My ministry to Tom also had to be encouraging, but the relationship grew strained. It is hard to disciple an unwilling person.

In addition to weekly staff meetings, our staff gets away once or twice a year for a few days together. These days are spent studying a book, listening to tapes, discussing the ministry, and praying for the ministry and our families.

I also believe it is important for a pastor to encourage the minister of education to be involved with other Christian educators. If a D.C.E. participates in local college training clinics, visual-aid seminars, and curriculum presentations, he grows professionally and, in turn, so does the church’s educational faculty.

Good discipling also includes regular evaluations. Every two years our associate staff receive an evaluation by the board of elders. This is based on the items in their job descriptions. The elders make honest commendations and recommendations for each responsibility. The periodic evaluations and especially the ongoing praise and feedback are important.

Adding a director of Christian education means I have one more person to whom I must minister. It also means, however, that there is another individual with whom I can share my heavy responsibility in the church.

Getting Caught in the Crossfire

It was only a few months after our new minister of education and youth had arrived that Terry and Joyce asked to see me. For two years they had been working as junior high youth sponsors. They were doing a fine job, but as laymen they were limited in the amount of time they could invest.

What troubled them now was Phil—his jocularity and sarcasm, for one thing. They also believed he was showing favoritism in the youth group, and that he always had to be the center of attention at every meeting. To a lesser degree I had made some similar observations. My first impression, however, was that Terry and Joyce may have been bothered because the new fellow on the block was winning the hearts of the young people.

Things came to a head a week later when Phil came to me and said he had just had a blowup with Terry and Joyce. He stated that Joyce was irresponsible; there was no way he could continue to work with her. She was continually challenging his authority and was only concerned with doing fun things with the kids. He felt he had no problems with Terry, but Terry would only continue to work if he and Joyce could work as a team. Phil had told them that wasn’t an option.

Within twenty-four hours I was again meeting with Terry and Joyce, whose account of the blowup was completely different. They wanted to work with the young people, but Phil was being obnoxious and didn’t want them. They felt they could not make the slightest suggestion to Phil without an explosive reaction.

After trying a second time with Terry and Joyce and with Phil and his wife, I finally saw that a change was necessary. In years past I would have wanted to choke both couples and tell them to get their spiritual act together. Brothers and sisters in the body of Christ ought to be able to live in harmony. While my theology hasn’t changed, my understanding of depravity and personality differences has, and I view my role a little differently.

Now when I find myself in the crossfire, I try to follow these four principles:

First, communicate early. If I would have probed specifically in the area of Phil’s staff relationships, some red flags would have come up earlier that may have helped me guide him with his ministry team. I could have helped him see that people’s perception of a situation is as real to them as what is actually happening. Whether Phil was showing favoritism or not, the youth sponsors thought he was, and if he wanted to be an effective program leader, he had to deal with that. Early communication with him in these areas would have helped.

Second, when I’m caught in the crossfire, my role is to be a peacemaker. Whether or not I lose one party or the other, I must help both grow through the experience. I do not want to see Satan receive glory from disunity. I’d rather the Lord receive glory for averting a potential disaster.

My responsibility is to help my minister of education select the right staff and then minister to them. My task is also to help those who volunteer find meaning in their service. Honest confrontation, with a strong amount of encouragement, is needed for the peacemaking role.

A third part of my role is getting people back on track. That’s why, as I talked with Terry and Joyce, I paid close attention to their sincere desire to serve the Lord. And they wanted to do it as a couple. For nearly a year we had been thinking about starting a college-and-career ministry. I painted a picture of that need and suggested they pray about it. Now, two years later, Terry and Joyce are still there, working with young adults, and glad for the opportunity to serve.

The last step, but sometimes the hardest, is for me to get on with living myself. I remember a locker room fight at a factory where I worked during my college days. The guy who got most beat up was the fellow who stepped between the two combatants. Sometimes I have been hit by the blows of criticism people aim at each other. Other times I find people on opposite sides of an issue thinking I’m the problem, and both begin to unload.

Some people blow up quickly but cool down equally fast. Others are not easily riled, but once upset, they have a harder time rebounding to normal. For the sake of my family, my health, and the other ministry responsibilities, I must put emotional issues behind me and go on living. After all, there will be another skirmish in the future. The soldiers might be different, but the scenario will be similar.

Terminating Ineffective Staff

I feel uncomfortable placing this subject in this chapter. I would like to think staff termination is a rare occurrence in the Christian church. Unfortunately, experience and discussions with pastors reveal that termination or unhappy resignations take place all too frequently.

Sadly, Terry and Joyce were not the only ones to experience tension with our minister of education and youth. Phil had troublesome encounters with the lay people who served as early-childhood coordinator, children’s minister, Pioneer Girls director, and AWANA Club commander. Instead of being a resource person and giving leadership to these immediate subordinates, he was avoiding them. The problem was coming to a head.

Rigidity became a serious problem. A sixty-minute program could not be cut to fifty; a summer camping trip planned for twenty-two days “could not be shortened”; a retreat that ended at 7 p.m. could not end at 6 p.m. in time for the teens to share in the evening service. Even the suggestion that any of these changes be made was stubbornly challenged as a question of integrity, knowledge, or position.

Phil’s unhappiness was growing, and he considered resigning. For five months he corresponded with other churches, but nothing seemed to open up. Knowing how important a first position is to an individual, I tried to be patient with him and help him grow in several areas. But his relationships continued to deteriorate, especially with the AWANA commander.

Two of our elders met with Phil and Hank to pray and help them work through their differences. As the elders later reported to the board, it wasn’t the particulars that bothered them so much as Phil’s inflexible attitude. He had already met with the elders for two evaluations. A program for his professional growth and development had been suggested. Unfortunately, little had changed. If anything, Phil seemed already to have resigned mentally from the position.

Although he wanted to stay on until he found a new position, the board felt this lame-duck situation was not healthy for the church. They suggested Phil resign in three months, with severance pay of up to two months beyond that.

In the interim, the board helped Phil with finances needed to take a course on interpersonal relationships. It was my hope that if change could be seen, termination might not be necessary. Such was not the case. Two years after Phil had come to our church, he left disillusioned and bitter.

I have been in the ministry for sixteen years and have served on four church staffs. Up to this time, I had never gone through this type of experience. As I talked with other ministers, however, I find the issue of terminating a staff member more common than I had realized.

As I have pondered this subject and interviewed both terminators and those who were dismissed, several suggestions have emerged:

First, be continually honest and up-front with your staff. Through the regular evaluations, weekly staff meetings, but more importantly, the personal times together, share your concerns for the person individually and for his or her ministry.

One C.E. director told me, “I wasn’t aware there was dissatisfaction at all until the day Pastor Bill sat down and said, ‘I have a biggie to share with you.’ That was when he told me I needed to be looking for another position. It hit me like a ton of bricks.

“As a matter of fact, during the three and a half years of my ministry at that church, I had received nothing but positive feedback from Bill and those around me. That was not only in the form of personal compliments but also in significant pay raises.”

Continual honesty with the staff and regular evaluations help people know exactly how they are doing. They can rechart their course—or start thinking about a change.

Second, encourage people to support your staff. On several occasions people invited Phil to dinner, and one home Bible study took a special interest in him. After his separation, some of these adults maintained contact with him. I encouraged two families to stay close to Phil, for I knew he would not believe my sincere desire for his well-being.

When I have asked terminated staff members what helped them get through their experience, almost always they have mentioned the support of significant people. In one case, a man from the former church stopped by every Wednesday on his way home from work simply to say hi and affirm the former minister.

Third, when possible, encourage relocation after dismissal. This is not always possible financially, but a geographical change is beneficial in the healing process for both the church and the staff person.

In one situation, an associate pastor moved out of state to do further graduate study. His new location and new energy-consuming involvement were psychologically helpful. In addition, a number of people in his new location were supportive. Within four months he was again ministering as pulpit supply in a small country church.

An opposite situation can be seen in two other ministers who have remained in their same depressive environments. One bought the home next to the parsonage, and almost daily either he or his wife bump into former parishioners. For a significant period of time he was out of work. He is now in secular employment, still working through his bitterness.

Fourth, care for the physical needs of your former staff member. It’s tough to want to keep on supporting someone who is vocally critical and hostile to you personally and to the church. Nevertheless, in spite of getting your hand bitten even as you feed, you have a responsibility to care for the physical needs of the terminated minister. The family’s needs are real. They did not sock away a large surplus while they were serving on the church staff, and relocation usually takes time.

The ongoing support is a tangible way to tell the embittered minister, “We really do care.” To the congregation it says that while the person was ineffective on the staff, we are still personally supportive. I believe the Lord is honored by this.

I hope I haven’t scared you off. A difficult staff relationship is always possible. But for most churches, the situation can be likened to a good Christian marriage. It takes work, but with it comes a deep joy and fulfillment. And it certainly beats being single.

I have been married in the ministry to three senior pastors, and more recently, I have been married to five associate staff members. The blessings and growth have far outweighed any disadvantages.

Many competent men and women are willing to serve the Lord and his church through Christian education. With thorough preparation of the congregation, careful recruitment, and regular discipling, the church can make great gains in its task of making disciples of all nations.

MINISTER OF EDUCATION AND YOUTH

DEFINITION:

The Minister of Education and Youth shall be a full-time member of the pastoral staff serving specifically in the church’s educational and youth ministries.

RESPONSIBLE TO:

The Minister of Education and Youth shall be responsible to the Board of Elders, working directly under the supervision of the Senior Pastor.

SPECIFIC RESPONSIBILITIES:

1. Give administrative leadership to the total education program of the church.
2. Serve as an ex-officio member of the Christian Education Committee, working with the committee to develop educational aims, policies, and program.
3. Assume supervisory responsibility for the education program and devote sufficient time for the development of Bible school, Sunday school, children’s churches, club programs, and youth activities. This means counseling with superintendents, youth leaders, teachers, officers, and organizations, evaluating their work and offering suggestions for improvement.
4. Serve as youth coordinator for advisers working with junior high, senior high, and college-career adults.
5. Assume responsibility for midweek Bible studies, active social and recreational programs, visitation programs, and special outreach programs for young people.
6. Build relationships with young people, and be available to counsel teens and parents.
7. Promote and publicize developments in the education and youth program.
8. Work as a team member of the pastoral staff in areas of general pastoral duties.

QUALIFICATIONS:

1. A born-again believer, in accord with the church’s constitution.
2. Spiritually mature, maintaining personal Bible study and prayer.
3. A pastoral heart with a burden for local-church ministries.
4. Gifts and abilities in the area of Christian education and youth.
5. Ability to work with people.
6. Supports the total church program of stewardship, worship, missions, fellowship, and education.

MINISTER OF CHRISTIAN EDUCATION

DEFINITION:

The Minister of Christian Education is a member of the professional staff who serves as a director of the educational program of the church.

RESPONSIBLE TO:

As a member of the professional staff, the Minister of Education is responsible to the church through the Board of Deacons. His personal ministry shall be under the supervision of the Senior Pastor. He shall also be an ex-officio member of all committees relating to his ministry area.

SPECIFIC RESPONSIBILITIES:

1. Work with the Associate Pastor as a supervisor, administrator, promoter, and developer of the Christian education program of the church.
2. Be directly responsible for children’s ministries (preschool through sixth grade) and adult ministries.
3. Meet regularly with the pastoral staff to coordinate the program of Christian education with the total ministry of the church.
4. Seek, in cooperation with the pastoral staff, to create a concern for Christian education throughout the church, promoting the aims and goals of each agency through preaching, teaching, and the printed page.
5. Seek to discover, enlist, and train workers for the many agencies under his supervision.
   1. Encourage workers to further their growth in spiritual and technical knowledge through attendance at workers’ conferences, training courses, private reading, personal Bible study, daily prayer, and if possible, Bible classes.
   2. Provide a regular program of leadership training to instruct workers in each agency.
   3. Provide help and counsel to workers on the job.
6. Give guidance and counsel to the Christian Education Committee members, assisting them to fulfill their responsibilities.
7. Be responsible for reviewing and evaluating all curricula.
8. Examine both building and equipment regularly to see that all is in order.
   1. Take the initiative in recommending and securing additional equipment that would lend itself to more efficiency.
   2. Consult with the pastors and appropriate boards when additional equipment or space is deemed necessary for growth.
9. Work with the visitation minister to promote a program of visitation, growth, and outreach. Children’s visitation shall take place though the existing structure of Sunday school and weekday clubs.
10. Work with the Associate Pastor to promote a family ministry that emphasizes the importance of the home in Christian education and spiritual growth.
11. Serve as a resource person to all personnel of the educational faculty and therefore shall keep informed of educational techniques, materials, and programs through private study, personal associations, and professional conferences.

QUALIFICATIONS:

The Minister of Christian Education must fulfill the spiritual qualifications of elder set forth in the Word of God, for he is a minister of the gospel serving in a specialized area. He must be called of God, a student of the Bible with adequate professional training in religious education. He must be thoroughly in accord with the church covenant and constitution, and must support the total church program of worship, teaching, missions, fellowship, evangelism, and stewardship.

© 1986 Christianity Today