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Organization and Time Management stablishing Goals

EFor any organization to be effective, everyone involved must know where he or she is going and how he or she will get there. In other words there must be goals and action plans or steps. Without clearly defined goals, time and energy are spent deciding what to do. Obviously, time must be spent in determining where to go and how to get there; however, this should not be an every day event. The old adage, "Plan your work and work your plan," is applicable.

What Are Goals?

Goals are different than ideals, dreams, or purposes. For instance, the statement, "We will have an excellent choir at our church." is not a goal. It might be considered a purpose, ideal, or dream. Ideally, goals must be measurable and definable. Dayton and Engstrom define a goal as "A future event towards which we can measure progress."1 Therefore, goals help us to visualize our future and give us an accurate account of our progress.

What Do Goals Accomplish?

Goals can be a powerful tool within any group. The following list helps to clarify why goals are important.2

1) Goals give a sense of direction and purpose. They help us to know where we are going and why.

2) Goals provide us with an agenda for our daily work. We, and those who work with us, know both what to do and why we are doing it.

2 This list is adapted from Edward R. Dayton and Ted W. Engstrom, Strategy for Leadership, 56-58.

3) Goals promote enthusiasm and positive energy. Nothing unites a group more than working toward something bigger than the individuals involved. We become enthusiastic about our work when we are able to see how each day fits into the big picture.

4) Goals help us to use our time effectively. They let us know how to expend our energies.

5) Goals help us to evaluate our progress. They are motivational since they inform our progress and encourage us to continue. They help those with whom we work realize that every small task is about something larger.

(6) Goals force us to plan ahead and help us move into the future. They help us not to look backward. As music ministers we are often so involved with the present that we have difficulty looking into the future.

7) Goals help us to communicate with each other. The group decides on the goals, and work is shared. When we have goals we have a shared vision that brings our communication into focus.

8) Goals give people a clear understanding of what is expected. We are aware of what we must do to move to our established point. Each member of the music ministry team knows what he/she should accomplish.

9) Goals help to reduce needless conflict because our directions are clear and we know where we are going.

10) Goals take the emphasis off activity. In music ministry we are often overwhelmed with activity and can quickly lose our focus. Goals help us to look beyond the endless activity of music ministry to important priorities.

What Determines an Effective Goal?

Dreams are frequently not translated into goals. Some of the most creative people spend all of their time dreaming about important ideals. Their plans are impressive, and could work, if only they were translated into realistic goals with appropriate action plans. For goals to be effective, they must move beyond dreaming and become tangible and attainable. When a group looks at their goals they must realize that, though the work may be difficult, the goals are achievable. Setting appropriate goals is based on the group's or individual's ability to take a complex task and break it down into steps that can be accomplished. When working with a group, it is important to realize that some people are great with ideas and others will be great with practical application. If you don't have idea people, you will have little vision and will not reach your potential; however, if you don't have people who can turn vision into an action plan, you will also not reach your potential. Be sure that both types of people are on your team.

Assumptions

Goal setting is based on the following assumptions:

1) People are more willing to commit to goals that they helped to set.

2) People perform better if they can monitor their progress.

3) People desire to make a meaningful contribution.

4) Goal setting utilizes delegation and shared responsibility.

5) Goal setting emphasizes results, not process.

How Are Goals Evaluated?

Goals can be evaluated in different ways and on an ongoing basis. For instance, each month in music council meeting, people report on the progress of goals that they have set for their groups (attendance, spiritual goals, musical goals, and other goals). Goals may be evaluated following a major event to see if it has met its intended goals, or they may be evaluated by someone else who observes our actions or behaviors.

How Are Goals Used for Evaluating Ministers of Music?

Many ministers of music, as well as other leaders, are required to set goals for the music ministry. Goal setting should be done with the help of others who are involved in music ministry. The goals are then developed into action plans, which determine the ministry's focus and budget for the year. At the end of the year, the minister of music is evaluated on how well the goals were reached. The positive aspect of this process is its objectivity. It gives the music minister, and those who evaluate him/her (pastor, personnel committee, or other board or group), an objective means by which ministers are evaluated. On the negative side it often ignores significant ministry that didn't appear within the goals. It can also encourage some ministers to set goals low so that they are too easily attainable.

Examples of Goals and Action Plans

Goal: The adult choir will sing outside the church three times before (date).

Action plan:

Compile a list of local nursing homes. Secure policies for singing in local malls.

Read the newspaper to learn about upcoming civic events such as arts festivals, athletic events, and other social activities.

Follow up on leads.

Based on your research, set three dates for singing outside of the church.

Long Range Planning

Long range planning usually involves planning more than one year in advance — normally three to five years. If music ministers intend to move past a maintenance model where the same programs are repeated year after year with a similar format, then long range planning is critical. Many important dreams cannot be accomplished in one year. Without the ability to envision a future different from the present, you will most likely insure a continuation of the present. With appropriate long range planning, actions taken today will make future dreams reality. Without long range planning, today's actions only affect today and have no real impact on tomorrow. Long range planning gives us the ability to make things happen rather than being forced to respond to what happens to us, i.e., being proactive rather than reactive.

All long range planning should begin with four basic questions:

(1) Where are we? (2) Where do we want to be? (3) How will we get there? and (4) How long will it take? Long range planning involves analyzing the present, dreaming about a future, and developing goals and actions plans to see dreams become reality.

The Process

Involve Creative People – Long range planning should involve the most creative people in the music ministry, since creative people inspire other creative people. Some less creative people can be inspired in the right setting; however, some people will naturally squelch creativity. People who limit creativity should not be involved in this process, for they will limit the creativity of others and will be frustrated by the process.

Get Away – Long range planning is nearly impossible without large blocks of time and an inspiring setting away from the regular work environment. It is difficult to dream when we're too close to our usual responsibilities. Long range planning is ideally done in a retreat setting with large blocks of time and no strict agenda.

Assess the Present – Begin the process by realistically assessing the present (realistically means assessing both the positives and negatives).

Imagine the Future – Move into imagining what could be. Writing every idea on butcher paper on the walls is often an effective way to create an environment where no ideas are squelched.

Refine the Dreams – At a later time, lead the group to realistically evaluate which dreams could become reality. Steer people away from assessing "how." Obviously, some "how" questions will have to be answered to determine which dreams are feasible; but these questions should be answered generally, not with specific action plans. If you allow the process to move into action planning, the group will quickly become overwhelmed and the process will come to a sudden halt!

Establish Priorities – After some dreams are decided on as "priority dreams," begin to ask when these might be possible. Refer to the paper on the wall and begin putting them into two-, three-, four-, and five-year goals. The early goals should be more specific, more detailed, and easier to accomplish. Another way to do this is to decide which dreams are most important. Assign each dream a year in which it is to be realized, then work backwards by years to see what has to happen in year four to reach year five, or year two to reach year three, and so on.

Decide on Actions – Action plans should probably be worked out at a later time and may involve different people in addition to this group. Some members of this group will probably be frustrated in this phase of the process. The final step is to decide how to achieve the goals and what resources will be involved. Resources shouldn't be discussed until the end. By discussing resources first, the whole process could be interrupted. When people are passionate about dreams, finances usually don't stop them.

Update Yearly – Plans should be updated each year with year five becoming four, year three becoming year two, and so on. Some goals will change year-to-year because the present year's goals may not have been met or may have been exceeded.

Developing a Mission Statement

Most churches and many individuals have a mission statement, and music ministries should have one as well. A mission statement is a statement that guides all decisions and actions. It should involve careful analysis of the following two questions: (1) What is our purpose? and (2) What are we to accomplish? The statement should reflect the different roles that are carried out by the group and the passions that motivate action. Usually one of the best results of a mission statement is the thought required in producing one. The people involved in the process learn a great deal about both themselves and the ministry in the process of crafting the statement.

Once a mission statement is crafted, it will (1) inform all future action, (2) set boundaries for actions, (3) provide focus for all involved in music ministry, and (4) assist in assessing progress and achievement. A mission statement should be posted prominently in the choir room and other ministry spaces and may be used on printed materials and other music ministry related items.

Preparing and Presenting a Budget

For many ministers of music, preparing and presenting a budget is one of the most dreaded activities of the year; however, if this process can be seen as a time to assess the coming year, it can be a good time for refocusing ministry. A budget is not a rigid document that precludes any other expenditures during the year; however, it should serve as the basic guide for funding all anticipated music ministry needs in the upcoming budget cycle. A budget can be defined as a guide, plan, or projection that reflects the goals and forecasts the needs of music ministry for the next budget cycle.

Many ministers of music begin with the previous year's budget and simply increase all the numbers by whatever percentage they perceive will be approved by the finance committee. While there are many fixed costs in a music ministry budget, the beginning point for any budget should be goals and action plans. The following suggestions are helpful in designing a budget:

Involve Others – The budget should have the input of all those who will be working with the budget: children's choir workers, youth choir leadership, handbell leadership, instrumentalists, and any other music ministry leaders. The music council should be the primary group that assists with budget preparation. The startingpoint questions should be, "What money do you need to accomplish your goals for the next year? What music, materials, equipment, travel assistance, ministry support, or other aid will enhance your group's ministry?" In addition, the music committee should offer its input because it will offer the perspective of the larger church body. Its input can reflect how a person outside the music ministry may view the budget.

Be Specific – A budget that carefully specifies everything that will be needed for music ministry will usually be approved. When listing music for choirs, provide the number of copies, price per copy, and other pertinent information. There should be no unanswered questions as to how money will be spent. Once, when I presented a very detailed music budget to the finance committee in our church, and the overall church budget was to be cut 5% for the year, the music budget was not altered. One of the members of the committee remarked to me, "We looked over the music budget time after time and we just couldn't make a cut. We knew everything was absolutely necessary."

Be sure to include items that should be in the budget even though you know there's not enough money to adequately accomplish the task. For instance, you may realize that the amount of money included in fellowship and refreshments will not cover what will actually be needed. Although there will not be enough money to fund these items adequately, you should leave them in the budget so that you and others are reminded that each is an important part of music ministry and needs additional funding whenever possible. Project Realistically – Be realistic in your projections. If you need $1000, ask for $1000, not $2000. Perceptive people will quickly catch on and will automatically make cuts assuming each year that your budget contains "fat." If your church's receipts have been below last year's budget, increases in next year's budget are unlikely. Work within the same parameters as everyone else. Don't make the finance committee do the difficult task of cutting when you clearly know you must work within specific guidelines. The overall budget of the church requires teamwork, and you must do your part.

Reflect Long-Range Planning – The music budget should reflect monies that will be needed for the next year; however, it should also reflect long-range planning. Budgets tend to remain static and rarely have large increases. Therefore, planning for major expenditures becomes a challenge for small budgets. This often comes in terms of equipment and/or major maintenance. In a small church budget, if you want to buy Orff instruments, a bass xylophone alone will create a greater increase than you can expect to receive. In this situation, present a five-year plan for buying Orff instruments. Outline what will be spent each year including a detailed explanation and rationale. On the first year's budget, specify, "This is year one of a five-year plan to upgrade children's instruments." In year two, you will return to your five-year plan and remind the committee of year two's plan. You will want to include the five-year plan as an addendum to each year's budget since finance committees change from year to year. The same plan could be followed in a larger church to replace pianos or other equipment. Perhaps the leathers on the pipe organ will soon need to be replaced at a cost of $40,000. In a smaller church, an expense of this amount could be devastating to the budget. When you see such a situation coming, ask that a fund be started into which the church will place $5,000 (or more) per year. Obviously, the leathers will need to last eight years; however, if they wear out before eight years whatever money has accrued will help offset the expenditure.

Provide Justification – Always justify the budget. Without appearing defensive, add an explanation at the end, or add lines of explanation throughout the budget. Don't assume that people will know why you need new music. Most people have no idea how much music costs. They don't understand why you need music when you have a music library that is full. They don't understand why the children need new instruments when the old ones sound fine to them. They don't understand why you wouldn't choose to repeat the same children's choir curriculum each year. They may be unaware that instrumentalists don't play for free.

When you justify items on your budget, consider this an opportunity to teach others about music ministry. Music and music equipment are not items that most people purchase regularly, and many people are simply not aware of the costs involved.

The Actual Budget

Budgets can be presented in different formats. While some churches require the budget to be presented in a particular format, others will allow you to present it as you choose. Some churches work by account numbers, so you will need to present materials for each account number on separate sheets of paper, i. e., printed music, equipment, office supplies, and so on. Whatever the case, take the liberty of including explanations either within the budget or as an addendum. A typical budget format is on page 189.

Presenting the Budget

In some churches you will personally present the budget to the committee, and in others you will submit it and wait for the results. Churches work differently. In one church I presented the budget, fielded questions, and left. In another, I turned in the budget on the specified date and knew nothing more until the final recommended budget was presented to the congregation. In another, the church council prepared the budget; therefore, everyone who worked with a major budget line was included in every level of discussion. Ideally, you want to present the budget yourself. When you do, be prepared to answer any questions that might arise. Be a confident, assured advocate for music ministry. That is your role, and you will be expected to fulfill it admirably.

Dealing with Disappointment

Invariably, when a budget is not approved as presented, there is disappointment. This is part of the process. Don't take the denial personally. When you've involved others in the process, you'll not be so likely to take budget cuts personally.

Major Expenditures

In smaller congregations, you can never expect to include a major item such as the purchase of a piano or sound system in a budget. These items are often purchased either through a fund raising plan approved by the church or by opening a designated account through which people may give funds in addition to the regular budget. Budgets usually reflect the ongoing expenses involved in a ministry and are usually more maintenance oriented. Larger items will have to be approached in more creative ways.

A Budget Checklist

Music Literature and Supplies

Operating Needs – Festivals, retreats, transportation, guest musicians, filing boxes, recording tapes, social activities, kitchen expenses, professional fees, staff expense, robe cleaning, subscriptions, postage.

Music Literature – Service choirs, major works, middle school choir, high school choir, senior adult choir, handbells, reading sessions, sample music, choral clubs, ensembles (instrumental and vocal), piano and organ music, music for festivals.

Production Expense – Lighting/Sound, outside musicians, score rental, other rentals, costumes, construction supplies.

New Equipment and Instruments – Pianos, other instruments, sound equipment, hymnals, music stands.

Youth Choir Tour – Transportation, materials, promotion, supplies, sponsors, scholarships, planning trip.

Preschool/Children's Choirs – Literature, promotion, supplies, instruments, refreshments, production materials, audio equipment.

Programs/Printing – Order of worship, special services publicity, photos, promotion of new choir year.

Training – Graded choir leadership, minister of music, accompanist, other directors.

Guest Musicians – Artist, soloists, instrumentalists.

Maintenance – Robe cleaning, piano tuning, organ repair and tuning, filing boxes, additional library shelves, office supplies, stationery.

Summary

See the following pages for a sample budget. Since the sample is an actual budget for a church of 250-300 regular attendees, it is specific to this church's music ministry. It is intentionally left in this format rather than in a more generic form in order to highlight the need for a budget to address a specific church and its needs in a particular year. Budgets should always be tailored to the needs of a given church.

Music Ministry Budget

Rationale for This Year's Increase

The formation of a youth choir

Expanded use of ensemble

Expanded children's choirs

Decrease in previous year's budget

Borrowed almost all music for previous year

Expanded use of instrumentalists in worship

Need for children's instruments

rogram Evaluation

Evaluation should be a natural part of every event, project, or group effort. However, we are seldom intentional about evaluation. Although we all know how beneficial evaluation can be and we realize how we've grown through similar processes in the past, we are usually fearful when critique is offered. Even the most constructive critique offered by the most trusted person can be challenging. What we may fail to realize is that music ministry is continually being evaluated by participants, other ministers, staff, congregation, and the community. Evaluation is desirable for at least three reasons:

1) Evaluation monitors progress. Evaluation helps us to know where we are, how far we have come, and how far we have to go. Sometimes, we make more progress than we realize. Many of us seldom look back to see where we've been. Evaluation helps us do this.

2) Evaluation motivates us to continue. Usually, evaluation is positive and affirms that we are doing well. Whether evaluation is primarily positive or not, it can serve as incentive either to continue on our present course or to redirect our energies.

3) Evaluation provides perspective. We are often so involved in the minutiae of music ministry that realistic assessment of progress is difficult. A more objective viewpoint can be helpful.

Types of Evaluation

Evaluation comes in many forms and can occur in the following ways:

Informal Evaluation – Evaluation happens as a regular part of life. We are always evaluating each other and life around us. In the church, informal evaluation often happens as we talk with other ministers, the pastor, church members, and choir members. When we are carefully tuned to these conversations, we can learn much. Usually, informal evaluation is best, because it tends to be honest, is frequently immediate, tends to focus on positive aspects, and is nonthreatening. Examples of informal evaluation include conversations in staff meetings about Sunday's worship or an after-choir discussion with the accompanist about the night's choir rehearsal. When we listen perceptively, we can learn from others and initiate changes that make formal evaluations less painful or shocking. Freedom to discuss worship and music ministry informally is a good sign that people are building ownership in music ministry.

Formal Evaluation – Formal evaluation can occur when you make an appointment with someone to discuss worship or a choir. Either you or someone else can initiate the discussion. Many churches have formal evaluation built into their yearly cycle. This can be with the pastor, music council, music committee, personnel committee, or other staff members. In a formal process such as this, you will probably be asked to prepare to answer questions pertaining to goals and objectives or other determined criteria. Through experience, I have found seeking evaluation to be beneficial. If you sense that something is not going well, it is always better for you to be proactive in asking to discuss a matter rather than for someone else to seek you out. Furthermore, when we ask for evaluation, we are in control and are less defensive. Interestingly, everyone admires a person who seeks improvement. When you ask for input, you'll find that people will be much kinder and gentler toward you than they might be at other times.

Ongoing Evaluation – Evaluation should be a part of the ongoing process of music ministry. Every meeting with the music council should involve evaluation. Typical reports regarding attendance, ministry, performance goals, and other elements all involve evaluation. Include an evaluation time during regular meetings in which you ask, "How are we doing?" "What are your perceptions of the last month?" Questions such as these keep communication lines open and add health to any organization. Make a point of frequently discussing worship and other music ministry issues with the pastor and other colleagues. When evaluation is ongoing, we are seldom blind-sided later.

Annual, Semi-Annual Evaluation – These evaluations are usually formal and take place with a particular person or group. They are often tied to established criteria as mentioned above, and they may affect overall job performance recommendations and salary increases.