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1 Part Two of Strategic Development Project – Literature Review Keisha Harper, LMSW Center for Leadership & Organizations, Anderson University LEAD 625: Strategic Development & Implementation Dr. Shawn Hussey March 3, 2024 2 Part Two of Strategic Development Project – Literature Review Introduction Donald Harper’s concept of Blocks of Work (BOW) is a structured approach to understanding and managing organizational change. The formula PC = D + M + TP > Cost represents the planned change process (PC), where D is dissatisfaction with the current state, M is the model of a desired future, and TP is the transition plan to move from dissatisfaction to the model of desired future. This formula emphasizes the importance of identifying and addressing dissatisfaction, envisioning a better future, and planning the transition to achieve that future, all while ensuring that the cost of change is justified by the benefits. BOW is a strategic approach to aligning every position within Goodyear Tire and Rubber with its overall goals and objectives when the company utilized an outsourcing agency to streamline the organization in the early 2000s (Human Resources Outsourcing Today & Williams, 2004). This concept involves identifying the key functions or “blocks” of work that are critical to the success of each position. These blocks are designed to ensure that every team member understands their role in contributing to the organization’s success. Level five leadership is a key concept that refers to leaders, like Harper, who possess humility, resolve, prioritize the success of the company over personal gain, and do not seek personal glory (Collins, 2001, p. 20). Level five leaders are facilitators and focus on building a great company. Harper’s employee engagement model within the BOW questions whether all team members in an organization share the same work ethic and commitment as the individual being asked. This model emphasizes the importance of team member engagement in achieving organizational goals and suggests that by improving engagement, organizations can potentially reduce the number of team members needed to achieve the same level of productivity. Harper 3 reported his inspiration from Collins’ book in establishing the BOW for Goodyear Tire and Rubber in the Human Resources as Vice President. He referred to Collins’ challenge to readers of looking out the window versus looking in the mirror, where level five leaders yield recognition to external factors when things are successful and take responsibility for their own actions when things are unsuccessful (Collins, 2001, pp. 33–35). Furthermore, Harper remains influenced by his own convictions and beliefs adopted from life verses of Proverbs 3:5-6, Matthew 6:33, and Philippians 3:14 to keep himself accountable personally and professionally. The BOW goes beyond traditional job descriptions by focusing on specific tasks or responsibilities that directly influence the organization’s performance. By breaking down each position into these key blocks, Harper created a clear and actionable framework for team members to follow. This approach helps employees understand how their work contributes to the organization’s overall goals, promoting a sense of ownership and accountability. Furthermore, the concept focuses on eliminating duplication and non–value–added work, which can lead to continuous learning, skill improvement, and increased efficiency. By expanding team members’ circles of work, organizations can create opportunities for them to take on new challenges, test their leadership abilities, and contribute to succession planning. The BOW analysis divides team member responsibilities into three categories: administrative, strategic, and tactical. Strategic work is aimed at transforming the organization, tactical work drives efficiency, and administrative work maintains the status quo. This breakdown helps organizations prioritize their efforts and resources based on the desired outcomes. The BOW provides a daily scoreboard for team members to assess their performance. This daily feedback loop allows team members to track their progress and make adjustments as needed to ensure they are contributing to the team’s success. Harper’s BOW is a comprehensive 4 strategy for aligning individual performance with organizational goals, driving efficiency, and effectiveness throughout the organization. BOW Adaption within a Church Organization The BOW concept was applied to various departments beyond human resources at Goodyear Tire and Rubber to clarify roles, enhance productivity, and align individual efforts with overarching goals. The BOW can be utilized to identify areas for improvement and innovation within the manufacturing process. By analyzing the blocks of each position, organizations can identify bottlenecks, redundancies, or inefficiencies and develop strategies to address them. This continuous improvement approach helped Goodyear Tire and Rubber stay competitive in a rapidly changing market. The BOW revolutionized how tasks were organized, executed, and monitored. Each employee, from the manufacturing line to the shop floor to the executive management level, had a set of blocks that defines their key responsibilities and contributions to the manufacturing process. For example, a production line worker’s blocks might include operating specific machinery, quality control checks, and maintaining a clean work area. A manager’s blocks could include overseeing production schedules, optimizing workflow, and ensuring compliance with safety regulations. This approach ensured that each team member understood their role in the production process and could track their daily contributions towards meeting production targets. The BOW transformed Goodyear Tire and Rubber by providing a structured framework for organizing tasks, improving communication, and driving performance improvements. It helped the organization adapt to changing market conditions, improve customer satisfaction, and achieve long–term success. Since his retirement, Harper established Harper and Harper Human Resources and Organizational Development Consultants, LLC utilizing his Blocks of Works method in assisting 5 various organizations in South Carolina, most specifically within a church organization in Seneca, South Carolina. Harper’s (BOW) method was implemented to develop strategic, tactical, and administrative functions. This involved establishing specific blocks of work for each ministry within the church, such as the Senior Pastor, Associate Pastor of Student Ministry, Minister of Music and Worship, Financial Administrator, Ministry Assistant, and Custodian. Each ministry was evaluated using a set of key blocks of work every two years, measured on a five–point Likert scale (where 1 = meets some behaviors and some performance, 2 = tends to meet most behaviors or performance, 3 = consistently meets behaviors and performance, 4 = consistently goes beyond some behaviors or performance, and 5 = consistently exceeds behaviors and performance) to enhance productivity, clarify roles, and improve overall effectiveness. This approach helps ensure that everyone in the church organization understands their role and how it contributes to the overall mission and vision of the church. Senior Pastor Harper’s BOW (Blocks of Ministry) for the Senior Pastor outlines key objectives and responsibilities that reflect a holistic approach to pastoral leadership. The evaluation process for the Senior Pastor includes six key blocks of work with five–point Likert Scaled responses which are conducted every two years. These blocks encompass various aspects of ministry, including Biblical preaching, church growth leadership, staff leadership, pastoral care leadership, evangelism leadership, and deacon leadership. In the area of preaching, the Senior Pastor is expected to demonstrate a systematic approach to preaching the “whole counsel of God” and maintain a planned preaching calendar. For church growth leadership, the Pastor is tasked with striving for increases in worship and 6 Sunday School attendance, as well as decisions for Christ, achieved through personal evangelism and community engagement. Staff leadership involves developing healthy relationships with staff, leading by example, and facilitating staff participation in training events. In pastoral care leadership, the Pastor works to improve pastoral care ministries and ensures members are visited during times of crisis. The focus on evangelism leadership includes intentionally developing relationships with nonChristians and equipping church members for effective evangelism. Lastly, in deacon leadership, the Pastor provides pastoral care to deacons and their families, fostering a supportive environment within the leadership team. Harper’s BOW (Blocks of Ministry) for the Senior Pastor provides a comprehensive framework for evaluating and developing effective pastoral leadership, emphasizing spiritual growth, community engagement, and leadership excellence. Associate Pastor of Student Ministry Harper established BOW (blocks of ministry) for the Associate Pastor–Student Ministry position. The function is to develop, coordinate, and oversee ministries that introduce, educate, and nurture middle school and high school students in personal relationships with Jesus Christ. Minimum qualifications include a vibrant spiritual walk, relevant academic qualifications, agreement with the church’s faith statement, and experience leading a church’s student ministry. Responsibilities include viewing the position as a calling, organizing and maintaining a student ministry, providing counsel and spiritual direction, involvement in outreach and discipleship, and working with other staff members. The blocks of work (blocks of ministry) for the Associate Pastor–Student Ministry include general staff duties, ministry staff responsibilities, responsibilities related to student ministry (6th–12th Grade), facility and vehicle stewardship, communication and technology, and 7 financial stewardship of student ministry, properties, and technology budgets. These blocks outline specific tasks, such as cooperating with staff, supporting the Senior Pastor, leading student discipleship efforts, providing environments for student growth, leading youth volunteers, managing facility aesthetics, overseeing technology, and managing budgets. Furthermore, there are BOW related to spiritual formation and soul care, Sunday School, multi–generational parenting and discipleship education, AWANA, family and school ministries, kitchen supervision, and women’s ministry. Each block outlines specific responsibilities and goals for the Associate Pastor in these areas, demonstrating Harper’s comprehensive approach to developing and evaluating ministry functions within the church organization. Minister of Music and Worship Harper established BOW (blocks of ministry) for the Minister of Music and Worship. The function of this role is to plan and implement a comprehensive music ministry within the church, fostering an environment in which all members continually grow as worshipers. Minimum qualifications include a vibrant spiritual walk, a heart for worship and music, relevant academic qualifications, and agreement with the church’s faith statement. General responsibilities include attending meetings, planning worship services, supporting the children’s choir director, providing ministry direction and encouragement, equipping ministry leaders and volunteers, managing budgets, and other duties as assigned. The blocks of work (blocks of ministry) for the Minister of Music and Worship are divided into several categories. Ministry staff responsibilities include serving under the Lead Pastor’s leadership, supporting other staff, resolving conflicts, and participating in meetings. As a worship leader, the minister plans the order of worship, prepares slides, leads worship services, directs singing and instrumentalists, and oversees special worship services and events. The 8 worship leader’s responsibilities include recruiting and training vocal and instrumental groups, supervising music leaders, and maintaining the music library. Additionally, the minister is responsible for maintaining technology associated with worship, such as sound systems and video projection, and managing the music and worship budgets. Harper’s BOW method was used to clearly define roles, enhance productivity, and align individual efforts with the church’s overall mission and vision. This approach helped improve the church’s operations, foster collaboration among staff, and enhance its ability to fulfill its mission and serve its community. Financial Administrator Harper established BOW (blocks of ministry) for the Financial Administrator within the church organization which was designed to ensure effective management of the church’s finances, transparency in financial reporting, and compliance with legal requirements. The evaluation process includes four key blocks of work conducted every two years. In the area of ministry support, the Financial Administrator is responsible for creating and distributing budget request forms, reviewing these forms to compile a draft budget for review, and providing regular budget updates to ministry leaders and staff. Handling of funds and receipts involves training and supporting volunteer tellers, counting the Sunday offering, inputting all contributions into the accounting software, facilitating stock donations, and mailing contribution statements to donors. The disbursement process includes paying bills in a timely manner, setting up retirement contributions and insurance payments, reimbursing staff and church members for business expenses, processing payroll, and filing tax documents with the IRS. Lastly, managing financial statements and records involves onboarding new employees, handling communication with the IRS, preparing financial statements for meetings, and maintaining financial and permanent files. The BOW 9 reflects Harper’s method of ensuring that the Financial Administrator fulfills their responsibilities effectively, ensuring the financial health and integrity of the church organization. Ministry Assistant Harper established BOW (blocks of ministry) for the Ministry Assistant in a church organization to encompass a variety of administrative and support tasks crucial for the smooth operation of the church. These blocks are evaluated every two years to ensure consistency and effectiveness in ministry support. Under reception, the Ministry Assistant is responsible for answering phones and electronic correspondence, processing mail, managing the church calendar for facility reservations, and handling CD/DVD duplication of services. In terms of ministry support, the Assistant oversees the purchase of Sunday School materials, assists with attendance records, provides printing support for ministry teams, and offers administrative assistance to various church groups like the nominating team and the deacon family ministry. Membership duties include maintaining the church membership database, handling church membership transfers, and completing the annual church profile for the Baptist Association. Communication responsibilities involve working with pastoral staff to prepare worship guides, collaborating on the monthly calendar and newsletter, and assisting in guest follow-up processes. These blocks of work reflect Harper’s approach to ensuring the Ministry Assistant fulfills vital roles in supporting church ministries and maintaining effective communication and organization within the church community. This approach helps the Ministry Assistant understand their responsibilities clearly, prioritize their tasks, and track their progress. Custodian 10 Harper established blocks of work for the Custodian in a church organization outline various responsibilities essential for maintaining the church facilities and ensuring they are prepared for services and functions. These blocks are evaluated every two years to gauge performance and effectiveness. Under facilities cleaning, the Custodian is tasked with cleaning the facilities adequately for services and events, as well as ensuring the availability of appropriate cleaning supplies. Facilities maintenance includes responsibilities such as maintaining thermostat settings, refilling restroom products, replacing light bulbs and HVAC filters, and performing minor repairs within their capabilities. Facilities security duties involve checking doors and lights after services, arming the security system, maintaining communication with alarm system providers, and responding to alarm calls twenty–four hours, seven days per week. For service/activities preparation, the Custodian unlocks doors, turns on lights before services/functions, checks for HVAC problems, and handles set-up for special functions. In the miscellaneous category, the Custodian is expected to perform any other tasks requested by other staff members, demonstrating flexibility and a willingness to contribute to the overall functioning of the church. These blocks of work reflect Harper’s approach to ensuring the Custodian fulfills crucial roles in maintaining the church facilities and supporting the smooth operation of services and events. BOW Adaptation Literature Review Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108 First, Harper’s BOW concept emphasizes the importance of aligning every position within the church organization with its overall goals and objectives, which aligns with Barney’s 11 discussion on the resource–based view of the organization, which emphasizes the strategic importance of organization resources in achieving competitive advantage (1991, pp. 101–103). In the context of a church organization, the BOW can help ensure that each ministry and staff member understands their role in contributing to the church’s mission and vision, thus maximizing the use of the organization’s resources. Secondly, Harper’s emphasis on efficiency, effectiveness, and continuous improvement in the church organization aligns with Barney’s discussion on the relationship between strategic management theory and social welfare concerns (Barney, 1991, pp. 115–17). Barney emphasizes the importance of organizations efficiently exploiting their resources to maximize social welfare and organizational performance, whereas in the church context, Harper’s BOW can translate to ensuring that resources, such as time, talents, and finances, are used effectively to support the church’s ministry and outreach efforts. Furthermore, Harper’s BOW can help the church organization identify and develop valuable, rare, imperfectly imitable, and non–substitutable resources. By clearly defining the key functions and responsibilities of each position within the church, the organization can identify areas where it has a competitive advantage and focus its efforts on maximizing the impact of those resources. This aligns with Barney’s framework for understanding sustained competitive advantage, which emphasizes the importance of leveraging valuable and rare resources to achieve a competitive edge. Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10-11), 1105–1121. https://doi.org/10.1002/10970266(200010/11)21:10/113.0.co;2-e 12 Harper’s BOW concept and methods, as applied in a church organization, can be related to the ideas presented by Eisenhardt and Martin (2000) regarding dynamic capabilities and resource configurations. In Harper’s framework, each ministry or position within the church is broken down into specific blocks of work, outlining key responsibilities and contributions to the overall mission of the church which aligns with the idea in Eisenhardt and Martin’s article that long–term competitive advantage lies in resource configurations, not just in dynamic capabilities themselves (2000, pp. 1118–1119). It helps the church organization focus on the way resources are combined, integrated, and deployed which creates value and differentiation. In the church setting, the BOW method ensures that each team member understands their role and how it contributes to the organization’s goals, promoting a sense of ownership and accountability. This mirrors Eisenhardt and Martin’s concept that effective dynamic capabilities are necessary but not sufficient conditions for competitive advantage (2000, pp. 1117–1118). The church’s use of BOW to clarify roles and enhance productivity can be seen as an application of the strategic logic of leverage, as described by Eisenhardt and Martin, where organizations use their capabilities to strengthen their current position. Furthermore, Harper’s concept of using BOW to identify areas for improvement and innovation within the church organization aligns with the idea in the Eisenhardt and Martin that dynamic capabilities are tools to manipulate resource configurations (2000, pp. 1106–1108). By analyzing the blocks of each position, the church can identify inefficiencies or bottlenecks and develop strategies to address them, similar to how firms can use dynamic capabilities to create resource configurations that provide a competitive advantage. 13 Gavetti, G., & Levinthal, D. A. (2004). 50th anniversay article: The strategy field from the perspective ofmanagement science: Divergent strands and possible integration. Management Science, 50(10), 1309–1318. https://doi.org/10.1287/mnsc.1040.0282 Harper’s BOW concept and methods, as applied in a church organization, align with Gavetti and Levinthal’s (2004) article on the strategic perspective of management science. Gavetti and Levinthal emphasize the importance of organizational learning and adaptability in shaping competitive advantage (pp. 1312–1315). Harper’s BOW concept, with its focus on continuous improvement and efficiency, aligns with their perspective by providing a structured approach to identifying and addressing areas for improvement within the church organization. Harper’s BOW concept also relates to Gavetti and Levinthal’s discussion on the role of strategic decision–making in shaping organizational outcomes (2004, pp. 1310–1314). By breaking down each position within the church organization into key blocks of work, Harper’s concept helps clarify roles and responsibilities, enabling more effective decision–making at all levels of the organization. This clarity can lead to better coordination and alignment of efforts, which are critical for strategic success. Furthermore, Harper’s emphasis on aligning individual efforts with organizational goals resonates with Gavetti and Levinthal’s argument that organizational capabilities are a key driver of competitive advantage though ensuring that every team member understands their role in contributing to the church’s mission and vision (pp. 1313– 1315). The BOW concept helps develop and leverage the organization’s capabilities, enhancing its ability to achieve its strategic objectives. March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87. https://doi.org/10.1287/orsc.2.1.71 14 Harper’s BOW concept and methods in a church organization can be applied to March’s (1991) article on exploration and exploitation in organizational learning pertaining to the trade– offs between exploration (experimentation with new alternatives) and exploitation (refinement and extension of existing competences) in organizational learning (pp. 72–74). Harper’s BOW concept aligns with March by providing a structured framework for managing organizational change, which involves both exploration and exploitation. In the context of March’s article, Harper’s BOW concept can help organizations balance exploration and exploitation by clarifying roles and responsibilities (1991, pp. 74–76). Each block of work represents a specific area of focus or responsibility, which can include both exploratory tasks (seeking new ways to improve or innovate) and exploitative tasks (leveraging existing competences to achieve goals). By clearly defining these blocks, organizations can ensure that both types of activities are accounted for and balanced appropriately. Furthermore, Harper’s BOW methods, such as evaluating ministries based on key blocks of work, can help organizations assess their performance in both exploration and exploitation (1991, pp. 81–84). For example, ministries focused on exploration may be evaluated based on their ability to experiment with new approaches, while ministries focused on exploitation may be evaluated based on their ability to refine and extend existing competences. This approach can help organizations identify areas where they may need to adjust their focus to achieve a better balance between exploration and exploitation, ultimately leading to more effective organizational learning. Porter, M. E. (March-April 1979). How competitive forces shape strategy. Harvard Business Review, 57(2), 137–145. 15 Harper’s BOW concept, as applied in a church organization, can be seen as a strategic response to Porter’s (1979) framework on how competitive forces shape strategy. The BOW is utilized to align individual roles and responsibilities within the church with its overall mission and vision, which aligns with Porter’s idea that strategy should be about aligning an organization’s activities to its environment. Just as Porter emphasizes understanding the forces of competition, Harper’s BOW helps church leaders understand the specific tasks and responsibilities that directly impact the church’s effectiveness and ability to fulfill its mission. Harper’s BOW can be seen as a response to Porter’s emphasis on formulating a strategy to position a company effectively against competitive forces (1979, pp. 143–145). In the church context, BOW helps leaders prioritize efforts and resources based on the church’s desired outcomes, such as spiritual growth, community engagement, and leadership excellence. This strategic approach enables church leaders to allocate resources effectively to address the most pressing challenges and opportunities, similar to how Porter suggests companies should allocate resources to respond to competitive threats. Furthermore, Harper’s emphasis on continuous learning, skill improvement, and increased efficiency aligns with Porter’s discussion of multifaceted rivalry and the need for organizations to stay agile and responsive to changes in the competitive landscape. By providing a clear framework for assessing performance and making adjustments as needed, BOW promotes a culture of accountability and continuous improvement within the church. This enables the church to adapt quickly to changes in the external environment and enhance its ability to fulfill its mission effectively. Porter, M. E. (1991). Towards a dynamic theory of strategy. Strategic Management Journal, 12(S2), 95–117. https://doi.org/10.1002/smj.4250121008 16 Harper’s BOW concept and methods in a church organization can be linked to Porter’s article (1991) on competitive advantage in several ways. First, Porter’s work emphasizes the importance of strategic positioning and creating a unique value proposition to achieve competitive advantage (pp. 100–104). Similarly, Harper’s BOW concept focuses on aligning individual efforts with the organization’s overall goals, which can contribute to the organization’s ability to differentiate itself from competitors and achieve a competitive advantage. Second, Porter discusses the importance of understanding the five forces that shape industry competition: the threat of new entrants, the bargaining power of buyers, the bargaining power of suppliers, the threat of substitute products or services, and the intensity of competitive rivalry (1991, p. 100). By applying Harper’s BOW concept in a church organization, leaders can identify key areas of focus and develop strategies to address these forces effectively. For example, by clearly defining the roles and responsibilities of staff members in areas such as pastoral care, outreach, worship, and administration, the church can enhance its ability to attract and retain members, mitigate the influence of competitive forces, and strengthen its position within the community. Moreover, Harper’s BOW concept emphasizes the importance of continuous improvement and innovation, which aligns with Porter’s idea of dynamic competition. By regularly evaluating and adjusting the blocks of work within the church organization, leaders can adapt to changing market conditions, respond to the needs of their congregation, and identify new opportunities for growth and development. This proactive approach can help the church stay ahead of competitors and maintain a competitive advantage in the long term. 17 Priem, R. L., & Butler, J. E. (2001). Is the resource-based “view” a useful perspective for strategic management research? The Academy of Management Review, 26(1), 22–40. https://doi.org/10.2307/259392 Harper’s BOW concept and methods can be applied to the article by Priem and Butler (2001) on the resource–based view (RBV) of strategic management, particularly in the context of organizational change and aligning individual efforts with organizational goals (pp. 35–36). Priem and Butler discuss the importance of understanding an organization’s history as an antecedent to its current capabilities and opportunities, which aligns with Harper’s emphasis on identifying dissatisfaction with the current state (D), envisioning a desired future (M), and planning the transition (TP) to achieve that future. Harper’s BOW concept provides a structured approach to managing organizational change, which complements the RBV’s focus on resources and capabilities as sources of competitive advantage (2001, pp. 27–32). By breaking down each position within a church organization into key blocks of work, Harper’s method helps clarify roles, enhance productivity, and align individual efforts with the church’s overall mission and vision. This approach helps church organizations effectively manage transitions, such as changes in leadership or strategic direction, by ensuring that every team member understands their role in contributing to the organization’s success. Furthermore, Harper’s emphasis on employee engagement and eliminating non–value–added work can help church organizations reduce the number of team members needed to achieve the same level of productivity, aligning with the RBV’s focus on superior knowledge and efficiency. Through implementing Harper’s BOW concept and methods in a church organization, leaders can enhance collaboration, improve communication, and drive performance improvements, ultimately leading to a more effective and efficient organization. 18 Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic Management Journal, 5(2), 171–180. https://doi.org/10.1002/smj.4250050207 Harper’s BOW concept as applied in a church organization can be connected to Wernerfelt’s (1984) article on the resource–based view of the organization through the lens of strategic alignment and efficiency. Wernerfelt emphasizes the importance of resources in shaping an organization’s strategy and competitive advantage. In a church organization, the BOW concept can be seen as a way to strategically align every position within the organization with its overall mission and vision, similar to how firms align their resources with their strategic objectives. In Wernerfelt’s framework, organizations aim to develop strong resource positions to support weaker ones, similar to how the BOW concept identifies and strengthens key functions or “blocks” of work within each position. This strategic approach ensures that every team member understands their role in contributing to the organization’s success, mirroring the idea of leveraging resources for competitive advantage. Moreover, the BOW concept’s focus on eliminating duplication and non–value–added work aligns with Wernerfelt’s notion of balancing the exploitation of existing resources with the development of new ones through streamlining tasks and responsibilities, organizations can improve efficiency, reduce errors, and enhance overall productivity, all of which are essential in achieving sustainable competitive advantage. 19 References Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108 Collins, J. (2001). Good to great: Why some companies make the leap and others don’t. HarperCollins Publishers. Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10-11), 1105–1121. https://doi.org/10.1002/10970266(200010/11)21:10/113.0.co;2-e Gavetti, G., & Levinthal, D. A. (2004). 50th anniversay article: The strategy field from the perspective ofmanagement science: Divergent strands and possible integration. Management Science, 50(10), 1309–1318. https://doi.org/10.1287/mnsc.1040.0282 Human Resources Outsourcing Today & Williams, E. (July/August 2004). Will hro bring good times to goodyear? (July/August). SharedXpertise Media. http://harpermentors.com/images/stories/documents/acs-gyhrotoday_reprint_9-10.pdf March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87. https://doi.org/10.1287/orsc.2.1.71 Porter, M. E. (March-April 1979). How competitive forces shape strategy. Harvard Business Review, 57(2), 137–145. Porter, M. E. (1991). Towards a dynamic theory of strategy. Strategic Management Journal, 12(S2), 95–117. https://doi.org/10.1002/smj.4250121008 Priem, R. L., & Butler, J. E. (2001). Is the resource-based “view” a useful perspective for strategic management research? The Academy of Management Review, 26(1), 22–40. https://doi.org/10.2307/259392 20 Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic Management Journal, 5(2), 171–180. https://doi.org/10.1002/smj.4250050207 21 Appendix Ministry Blocks of Works & Professional Development Form APPENDIX A-12 BAPTIST CHURCH PERFORMANCE FEEDBACK FORM STAFF MEMBER RATED: LEAD PASTOR DATE: ________________ PERSON PROVIDING FEEDBACK(CIRCLE): SUPERVISOR PEER DIRECT REPORT VOLUNTEER MINISTRY BLOCKS OF WORK BEING RATED RATING (1 5) 1. Biblical Teaching 2. Church Growth Leadership 3. Staff Leadership 4. Pastoral Care Leadership 5. Church Evangelism 6. Deacon Leadership Provide examples of events, activities, process implementation, membership involvement to document or validate you ratings. (Attach page if needed) ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________ If you could offer one suggestion to the member being evaluated to help him/her improve their performance, what would it be? (Attach page if needed) ________________________________________________________________________ ____________________________________________________________ Personnel Team Signature: ___________________________________________ BAPTIST CHURCH Pastoral Ministry Objectives for Lead Pastor Biblical Preaching: • Demonstrate a systematic approach to preaching the whole counsel of God with a balance of Old & New Testament, covering a wide spectrum of biblical doctrine • Stay at least one month ahead in a planned preaching calendar Church Growth Leader: • Strive for a 10% increase in average morning worship attendance, achievable in part through personal evangelism, prompt follow-up with first-time guests, ministry in the community, increased use of social media, and a new church sign • Strive for a 10% increase in average Sunday School attendance, achieved in large part through the addition of new classes and encouragement from the pulpit • Strive for at least 18 first-time decisions for Christ through the overall ministry of the church, with special emphasis on training for clarity in communicating the gospel and preparedness for response (especially at VBS & AWANA) Staff Leader: • Develop healthy relationships with staff ministers and office personnel through weekly staff meetings, monthly master-staff to include the ministry assistant, and out-of-office fellowship opportunities • Lead by example (standard of excellence, hard worker, dedicated, etc.) and clearly communicate my expectations to every staff member • Encourage & enable staff ministers to participate in training events (at least one training event per year per staff member) Pastoral Care Leader: • Work with the deacon chairman, lay leadership, and the staff to continue to improve the church s pastoral care ministries through Sunday School Care Groups and the Deacon Family Ministry Plan • Visit members during times of crisis (deaths, major surgeries, accidents, etc.) and help deacons manage the Deacon Family Ministry for all other times. Everyone in the church should be personally contacted by a deacon at least quarterly Evangelism Leader: • Intentionally develop relationships with non-Christians through community events and participation; at any time, I should be developing an intentional relationship with at least 3 non-Christians for the purpose of evangelism • Equip church members to share their faith with others through education events and hands-on, practical experience Deacon Leader: • Provide outstanding pastoral care to deacons and their families by visiting them in the hospital and offering away-from-church fellowship opportunities AP P ENDIX A-1 2 BAPTIST CHURCH PERFORMANCE FEEDBACK FORM STAFF MEMBER RATED: MINISTER OF MUSIC & WORSHIP DATE: ________________ PERSON PROVIDING FEEDBACK(CIRCLE): SUPERVISOR PEER DIRECT REPORT VOLUNTEER MINISTRY BLOCKS OF WORK BEING RATED RATING (1 5) 1. Ministry Staff Responsibilities 2. Worship Leadership 3. Musicians Leadership 4. Systems Maintenance 5. Financial Stewardship of Music & Worship Budgets Provide examples of events, activities, process implementation, membership involvement to document or validate you ratings. (Attach page if needed) ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ If you could offer one suggestion to the member being evaluated to help him/her improve their performance, what would it be? (Attach page if needed) ________________________________________________________________________ ____________________________________________________________ Personnel Team Signature: _________________________________________ BAPTIST CHURCH (SENECA, SC) Approved Feb 2019 Position: Minister of Music & Worship Supervisor: Lead Pastor FUNCTION • To plan and implement a comprehensive music ministry within the church, utilizing vocalists and instrumentalists to the glory of God. • To foster an environment in which member from the youngest to the oldest continually grow as worshipers. MINIMUM QUALIFICATIONS • Vibrant spiritual walk as a follower of Jesus Christ • A heart for worship and a love of music • Bachelor s degree (Master s degree from seminary preferred), with at least one degree specifically in music • Agreement with the 2010 Baptist Faith and Message • At least 2-3 years of experience leading a church s music ministry • Ability to effectively rehearse and prepare both a choir and an orchestra • Ability to listen effectively and to communicate clearly, both verbally and in writing • Exceptional organizational and leadership skills • Technical competence in work-related software (Word, PowerPoint, ProPresenter, Outlook, etc.) and audio-visual technology • Ability to pass criminal, financial, and sexual misconduct background checks GENERAL RESPONSIBILITIES • Attend and contribute to staff meetings and church council meetings • Plan each of the church s worship services in coordination with the Lead Pastor, choir or special groups participation, and preparation of the order of service in the weekly worship guide • Enlist, encourage, lead, and support the children s choir director • Provide overall ministry direction and encouragement for music ministry leaders and participants, fostering an environment of teamwork throughout the music ministry • Equip music ministry leaders and volunteers for success by offering appropriate training opportunities as well as individual encouragement and coaching • Prepare and manage annual budgets associated with the music and A/V ministries • Manage and maintain the music library and all licenses & registrations associated with church music and video • Possess, or be willing to obtain, a South Carolina Commercial Driver s License to be a driver of the church bus in support of church activities. • Carry out other responsibilities as assigned by the pastor in keeping with the overall direction of the church BLOCKS OF MINISTRY • Ministry Staff Responsibilities: o Serve under the leadership and guidance of the Lead Pastor. o Support the rest of the staff in word and deed. o Promptly and gently resolve any conflicts with any staff member. o Participate in weekly staff meetings. o Provide pastoral care (visitation, calls, counseling) to the entire congregation, with specific focus on members of the music ministry and their families. • Worship Leader: o Plan the order of worship for all congregational services (in support of the service s biblical theme) and be responsible for music selection, choir or special groups participation, and preparation of the worship guide. o Prepare ProPresenter slides for Sunday services and any special services. o Serve as primary Worship Leader in worship services. o Direct congregational singing, vocalist groups, and all instrumentalists o Seek and prepare any videos that will enhance our worship services. o Consult with the Lead Pastor to plan, promote and facilitate special worship services and events throughout the year. o Be aware of all weddings and funerals held in the church and approve all music. o Provide leadership and encouragement to the Decorating Team, ensuring that the sanctuary and the surrounding areas foster an environment suitable for worship • Musicians Leader: o Recruit, rehearse, and train all vocal groups (sanctuary choir, praise teams, etc.), instrumental groups (orchestra, praise band, handbells, etc.), and accompanists to contribute to the worship services. o Enlist and train leaders for the Music Ministry in conjunction with the ongoing work of the Nominating Team. o Supervise the work of all music leaders; delegate responsibilities as needed. o Supervise a children s choir program that is led by qualified adults; provide them with training and equipment to accomplish this task. o Provide training opportunities for music volunteers and encourage participation. • Systems Maintenance: o Serve as champion of all technology associated with corporate worship, including the sanctuary sound system, video projection (hardware & software), lighting controls, camera system, and hearing assistance. Maintain a working knowledge of each of these systems, and secure updates, repairs, and upgrades as necessary. o Provide leadership and encouragement to the A/V Team, ensuring an adequate rotation of trained volunteers to operate the systems listed above. o Supervise the music library (i.e., the maintenance of and additions to the library as needed). Provide music materials, supplies, instruments, and any other equipment needed to maintain the music ministry of the church. o Supervise the use and maintenance of church instruments and other equipment. • Financial Steward of Music & Worship Budgets o Asset Accounts: Special Music Donations o Budget Accounts: Musicians Compensation (5450), Music Ministry (5501), Concerts & Special Events (5503), Worship Flowers (5811), Audio/Visual (5817) APPENDIX A-12 BAPTIST CHURCH PERFORMANCE FEEDBACK FORM STAFF MEMBER RATED: ASSOCIATE PASTOR STUDENT MINISTRY DATE: ________________ PERSON PROVIDING FEEDBACK(CIRCLE): SUPERVISOR PEER DIRECT REPORT VOLUNTEER MINISTRY BLOCKS OF WORK BEING RATED RATING (1 5) 1. Ministry Staff Responsibilities 2. Student Ministries (6th 12th) 3. Facilities & Vehicle Stewardship 4. Communication & Technology 5. Financial Stewardship Provide examples of events, activities, process implementation, membership involvement to document or validate you ratings. (Attach page if needed) ________________________________________________________________________ ________________________________________________________________________ ______________________________________________________ If you could offer one suggestion to the member being evaluated to help him/her improve their performance, what would it be? (Attach page if needed) ________________________________________________________________________ ____________________________________________________________ Personnel Team Signature: ___________________________________________ BAPTIST CHURCH (SENECA, SC) Approved March 25, 2019 Position: Associate Pastor Student Ministry Supervisor: Lead Pastor FUNCTION: • To develop, coordinate, and oversee ministries that introduce, educate, and nurture students (middle school and high school) in personal relationships with Jesus Christ MINIMUM QUALIFICATIONS • A vibrant spiritual walk as a follower of Jesus Christ, and a love for students • Bachelor s degree (Master s degree from seminary preferred) • Agreement with the 2010 Baptist Faith and Message • At least 2-3 years of experience leading a church s student ministry • Ability to listen effectively and to communicate clearly, both verbally and in writing • Exceptional organizational and leadership skills • Competence in work-related software (Word, PowerPoint, Outlook, etc.) and technology • Ability to pass criminal, financial, and sexual misconduct background checks RESPONSIBILITIES: • View the position of Minister of Students as a calling, reflecting a lifestyle of ministry rather than a job to be regulated by strict clock hours. • Be a personal witness, consistently sharing the Gospel of Jesus Christ with lost people. • Organize, develop, evaluate, and maintain an ongoing student ministry that includes, but is not limited to, evangelism and education. • Identify the spiritual needs of students within the church and community. • Provide counsel and spiritual direction to students through active involvement in programs such as Sunday School, Bible studies, Wednesday night youth programs, etc. • Provide outreach, evangelism, and discipleship ministries to students of the church, those who visit the church, and the un-churched in the community. • Be actively involved in ministering to students in all settings (church activities, school activities, community activities, hospital visits, etc.) • Work with other staff members to ensure that recreational ministries are an outreach of the church and that well-balanced activities involving a spiritual emphasis are implemented. • Recruit, equip, nurture, and lead a student ministry team that involves and empowers appropriately gifted adult believers in a ministry of acceptance, relationship, modeling, and support of students. • • • • • • • Provide oversight to the Security Team as they maintain a security program that will ensure workers background checks and security of students involved in ministry activities. Provide a good role model in the community, generally and specifically, in the areas of family relations, personal morals, stewardship, and activities. Work willingly as a full-time staff member under the supervision of the Lead Pastor and follow through with any reasonable requests made by the Lead Pastor. Participate faithfully in staff meetings and church council meetings Serve as ex-officio member of ministry teams as assigned by the Lead Pastor. Maintain a clean and neat personal appearance, as well as a clean and organized work area at church. Possess, or be willing to obtain, a South Carolina Commercial Drivers License to be a driver of the church bus in support of student activities. ASSOCIATE PASTOR STUDENT MINISTRY BLOCKS General Staff Duties: cooperate and collaborate with the rest of the staff under the leadership of the Lead Pastor to fulfill the mission and vision of the church • • Ministry Staff Responsibilities o Serve under the leadership and guidance of the Lead Pastor o Verbally, prayerfully, and intellectually support all ministries of the church o Support the rest of the staff in word and deed and promptly and gently resolve any conflicts with any staff member o Attend Weekly Staff Meeting o Provide pastoral care to the congregation, with special focus on students and their families o Actively participate in planning and execution of worship services o Assist with baptisms, weddings, & funerals, with oversight from the Lead Pastor o Lead a small group of men monthly for prayer, encouragement, and accountability o Accept other tasks as given by the Lead Pastor Student Ministry (6th 12th Grade) o Champion discipleship efforts to students in and outside of our church o Provide environments for students to grow through large group teaching (Wednesday night Youth Worship Service), small groups formats (Sunday School, etc.), and special events (camps, retreats, conferences, etc.) o Encourage and facilitate student involvement in the life of the church outside of student ministry (worship services, men s and women s events, special events, serving, etc.) o Lead youth volunteers effectively with regular, clear communication and training o Schedule relational building events throughout the year for students and leaders • Facility & Vehicle Stewardship o Give guidance to Properties Team Leader with decision-making in regards to repairs, renovations, technology, and anticipation of future building/property needs o Give guidance to the aesthetics of our campus striving for functional and attractive spaces o Lead and support the transportation team as they schedule the use and maintenance of vehicles and ensure they are fueled up o Maintain a current CDL o Supervise custodial staff • Communication & Technology o Select and manage technology (website, Social Media, Server, Computers, Email, etc.) o Produce content for worship announcement slides and outside digital sign o Give guidance to the overall communications of the church especially in regards to the graphics quality (digital and print) • Financial Steward of Student Ministry, Properties, and Technology Budgets o Asset Accounts: Youth (03-1110-113), HVAC (09-1110-915) Budget Accounts: Instructional Aid/Equipment (5204), Safety (5212), Youth Ministry (5502), Computer/Server Support (5705), Bldg Repair/Maintenance (5902), Bus Use & Maintenance (5903), Grounds APPENDIX 12 BAPTIST CHURCH PERFORMANCE FEEDBACK FORM STAFF MEMBER RATED: MINISTER TO CHILDREN & FAMILIES (Rev 2023) DATE:________________ PERSON PROVIDING FEEDBACK(CIRCLE): SUPERVISOR PEER DIRECT REPORT VOLUNTEER MINISTRY BLOCKS OF WORK BEING RATED RATING (1 5) 1. Spiritual Formation and Soul Care 2. Sunday School: Birth Fifth Grade 3. Multi Generational Parenting & Discipleship Education 4. Family and School Ministries 5. Kitchen Supervision Provide examples of events, activities, process implementation, membership involvement to document or validate you ratings. (Attach page if needed) ________________________________________________________________________ ________________________________________________________________________ ____________________________________________________ If you could offer one suggestion to the member being evaluated to help him/her improve their performance, what would it be? (Attach page if needed) ________________________________________________________________________ ________________________________________________________________________ ______________________________________________________ Personnel Team Signature: ________________________________________ Children s Ministry Birth-Fifth Grade Mission Statement – At we fully believe that God has fearfully and wonderfully made each and every child (Psalm 139:14) and that they are His Workmanship (Eph. 2:10). Our goal is to partner with families to give our children a solid spiritual foundation based on God s Word. We are committed to equipping the next generation to know Christ and to be transformed by Him (Ps. 78:5-7). Vision Statement – We believe that children are a gift from God (Ps. 127:3); that Scripture assigns to parents the privilege and responsibility of disciplining their children (Duet. 5:4-9, Ephesians 6:4); and that it is the church s responsibility to equip parents to build a solid spiritual foundation in their children s lives (Eph. 4:11-12). Spiritual Formation and Soul Care (Block One) • • • • • Have a daily time with God and read through the Bible in a year. Meet with at least two prayer partners weekly by phone or in person. Seek out at least two spiritual retreat times for the purpose of prayer and fasting. Attempt to read 20 books this year on faith and leadership. Do at least one continuing education class via podcast or Zoom. Sunday School – Birth-Fifth Grade (Block Two) • • • • • • • Assist nominating committee in recruiting Sunday School teachers and helpers for each new year. Develop and present at least one kid s volunteer prayer and preparation session. Research, review, and purchase all curriculum materials for children s department. Develop and maintain all rotation schedules for Sunday morning workers. Send weekly reminders, work updates, and notes of encouragement to all volunteers through email, text and Facebook. Observe Sunday School classes for the purpose of evaluation and teacher support. Recruit and train volunteers to lead preschool/kids worship. I will seek to model and teach on the rotation at least once a semester. Multi-Generational Parenting and Discipleship Education (Block Three) • • • • Work with Senior Pastor on organizing some Sunday evening parenting and family discussion groups or forums. Visit families in informal settings such as ball games and in the school settings to encourage them in their spiritual journey. Use life milestones such as baptism, baby dedication, and graduation to teach parents their importance in being the primary discipler of their child. Develop a discipleship process for kids and parents to follow before and after a child has made a decision. Awana • • • • Regularly communicate with and encourage AWANA commander. Lead council time when needed and assist commander in finding innovative ways to conduct Council time. Seek strategies to model and encourage AWANA workers to reach out twice a month to the families of the children who attend AWANA. Twice a year meet with the AWANA director to evaluate the effectiveness of the program and seek ways to improve any weaknesses. Family and School Ministries (Block Four) Good News Club • • • • Recruit, train and assist the director. Model for GNC workers ways to reach out to parents whose children have made a profession of faith. Assist director in recruiting, equipping, and screening GNC workers. Plan at least two workshops that emphasize how to share the plan of salvation with children. Vacation Bible School • • • • • Recruit and train VBS director. Attend at least one VBS clinic at Ridgecrest or in the associational office. Select and review VBS curriculum that focuses on evangelism. Assist VBS director in recruiting and planning VBS. Strive for at least ten salvations. Special Events – Easter Celebration and Kidsalt Camp • • • • Recruit and train volunteers to participate in Fall Festival, Easter Celebration and Kidsalt Camp. Train volunteers to do follow-up on any new contacts made at the VBS and Easter Celebration. Yearly evaluate each major event (Fall Festival, Easter Celebration and Kidsalt) to determine if each event is effectively sharing the Gospel and producing fruit. Recruit kids and adults to attend Kidsalt Camp in Charleston. Kitchen Supervision (Block Five) • • • • Meet weekly to give guidance and supervision to the kitchen staff. Give direction and encouragement when needed for yearly big event activities. Conduct a kitchen deep clean at least twice a year. Create a kitchen procedures document for all members using the kitchen for fellowship purposes. Women s Ministry • • Assist women s ministry leader in planning for the new year. Assist women s ministry leader monthly Journey meetings in developing community building events. APPENDIX A-12 BAPTIST CHURCH PERFORMANCE FEEDBACK FORM STAFF MEMBER RATED: FINANCIAL ADMINISTRATOR (Rev 2023) DATE: ________________ Direct Report: Administrative Pastor PERSON PROVIDING FEEDBACK(CIRCLE): SUPERVISOR PEER DIRECT REPORT VOLUNTEER MINISTRY BLOCKS OF WORK BEING RATED RATING (1 5) 1. Ministry Support 2. Handling of Funds and Receipts 3. Disbursement Process 4. Managing Financial Statements and Records Provide examples of events, activities, process implementation, membership involvement to document or validate you ratings. (Attach page if needed) ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________ If you could offer one suggestion to the member being evaluated to help him/her improve their performance, what would it be? (Attach page if needed) ________________________________________________________________________ ____________________________________________________________ Personnel Team Signature:____________________________________________ Financial Administrator Ministry Blocks Ministry Support: • • • • Create and distribute budget request forms to all ministry team leaders on an annual basis Review budget request forms and compile into a draft budget for the Stewardship Team to review Print and distribute budget report to church congregation Provide ministry leaders and staff budget updates once a month or as requested Handling of Funds and Receipts: • • • • • • • Train and support volunteer tellers to properly count the Sunday offering Count Sunday offering with tellers on a weekly basis Input all contributions (cash, check, online) into the accounting software on a timely basis Help facilitate all stock donations, including distributing stock donation letters to donors Distribute letters to donors for non-cash donations Print and mail all contribution statements to donors Coordinate with individuals renting the gym for prompt payment of rental fees Disbursement Process: • • • • • • Pay bills in a timely manner and resolve any issues Setup all Guidestone retirement contributions and insurance payments Reimburse staff and church members for church related business and professional expenses Process payroll on a bi-monthly basis, including paying federal and state taxes File quarterly and annual tax documents with the IRS, including both federal and state forms Distribute W2 and Form 1099s to all employees and contractors by January 31 Managing Financial Statement and Records • • • • Onboard all new employees, including completing the E Verify system, the SC New Hire Reporting documentation, setup new employee in the accounting software Handle all communication with the IRS Prepare financial statements for quarterly business meetings Maintain financial and permanent files in the church office APPENDIX A-12 BAPTIST CHURCH PERFORMANCE FEEDBACK FORM STAFF MEMBER RATED: MINISTRY ASSISTANT (Rev 8/2003) DATE:________________ Direct Report: Administrative Pastor PERSON PROVIDING FEEDBACK(CIRCLE): SUPERVISOR PEER DIRECT REPORT VOLUNTEER MINISTRY BLOCKS OF WORK BEING RATED RATING (1 5) 1. Reception 2. Ministry Support 3. Membership 4. Communication Provide examples of events, activities, process implementation, membership involvement to document or validate you ratings. (Attach page if needed) ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ _______________________________________________ If you could offer one suggestion to the member being evaluated to help him/her improve their performance, what would it be? (Attach page if needed) ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ Personnel Team Signature: _______________________________________________ Ministry Assistant Ministry Blocks Reception: • Answer the phone, door, and electronic correspondence in a kind and courteous manner • Process incoming and outgoing mail • Maintain the church calendar for facility reservations & all communication with outside parties • Make copies of CD/DVDs of our weekly services • Oversee the purchase and inventory of all office supplies Ministry Support: • Oversee the purchase of Sunday School literature and monthly magazines • Assist the Sunday School leadership with rolls & attendance records • Assist ministry teams with printing needs • Provide administrative assistance to the nominating team and to the chairman of the deacons for the deacon family ministry • Assist the Benevolence team by forwarding them applications for assistance submitted to the office or online • Contact the appropriate persons when there is a death or crisis in the church family for meal assistance Membership: • Maintain the church membership database in Planning Center including the handling of church membership transfers • Complete the Annual Church Profile for the Beaverdam Baptist Association • Assist the pastoral staff by maintaining an organized and systematic process for guest follow up Communication: • Work with the pastoral staff to prepare the Sunday morning worship guide • Work with the pastoral staff and the ministry team leaders to prepare and distribute the monthly calendar and newsletter APPENDIX A-12 BAPTIST CHURCH PERFORMANCE FEEDBACK FORM STAFF MEMBER RATED: CUSTODIAN DATE: ________________ Direct Report: Administrative Pastor PERSON PROVIDING FEEDBACK(CIRCLE): SUPERVISOR PEER DIRECT REPORT VOLUNTEER MINISTRY BLOCKS OF WORK BEING RATED RATING (1 5) 1. Facilities Cleaning 2. Facilities Maintenance 3. Facilities Security 4. Service/Activities Preparation 5. Miscellaneous Staff Support Provide examples of events, activities, process implementation, membership involvement to document or validate you ratings. (Attach page if needed) ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ______________________________________________ If you could offer one suggestion to the member being evaluated to help him/her improve their performance, what would it be? (Attach page if needed) ________________________________________________________________________ __________________________________________________________ Personnel Team Signature: ______________________________________ Custodian Job Description Facilities Cleaning • Adequately clean the facilities as to have it ready for services and church functions • Purchase and keep on hand appropriate cleaning supplies Facilities Maintenance • Maintain the settings of thermostats • Refill restroom products • Replace light bulbs and HVAC filters • Minor repairs within capabilities (ie. changing light ballasts) • Perform monthly elevator test • Contact/discuss with HVAC provider concerning HVAC problems • Contact/discuss with Elevator service provider concerning repairs • Contact Facilities Team chairman concerning facility problems/needed repairs • Purchase and keep on hand appropriate maintenance supplies Facilities Security • Check doors and lights after services/functions have concluded • Arm the security system after services/functions have concluded • Work directly with Alarm system providers concerning problems and yearly testing • Maintain call list through Alarm monitoring company • Respond to alarm calls (fire/burglar) 24/7 Service/Activities Preparation • Unlock doors and turn on lights before services/functions • Check for any HVAC problems around facilities before services/functions • Handle set-up for any special functions (ie. Agape meal) Miscellaneous • Perform any other task requested by other staff members

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