CHAPTER THREE: THE MINISTRIES

Developing a Leadership System

By Thomas East

Ministry: Roles and Opportunities

To use the many gifts that the adult and youth communities have to offer, parishes must develop a leadership system that provides for the coordination and implementation of the programs and processes of youth ministry. The following schema provides a variety of leadership roles within a youth ministry:

Coordinator

The coordinator of youth ministry facilitates the gifts of the parish to carry out its pastoral ministry with youth. Primarily responsible for facilitating the planning team and the volunteer leaders in youth ministry, this leader works with others in advocacy for young people and working towards the inclusion of young people’s gifts and energy in the parish and civic communities.

Youth Ministry Core Team

The core team, along with the coordinator, coordinates the parish’s ministry to youth. This team is responsible for the ongoing assessment of needs and evaluation of parish programming for youth. Developing goals and objectives, selecting needed programs, identifying resources, and recruiting program leaders are also important functions of this key leadership group. The core team can have 8 to 15 members, representing equally both adults and youth. Membership in the core team should be a commitment of at least one year.

Link to Pastoral Team

The coordinator and the core team need to be linked to the pastoral team of the parish. If the coordinator is a staff person for the parish, then she or he may serve in this capacity. With this connection in place plans for youth ministry can be coordinated with the overall parish mission.

Leadership Pool

Adults in the leadership pool contribute their time, energy, and gifts to youth ministry according to interest and abilities. There is a great variety of jobs, levels of commitment, and required time of service in leadership positions. Youth are peer ministers when they minister to and with other young people. They contribute to the variety of programs by matching their gifts and available time to the various positions.

Program Leader

A program leader is someone who is responsible for a particular youth ministry effort (program, activity, course, event). If an effort requires a team approach, the leader recruits and facilitates a program planning team. He or she coordinates these efforts with the core team to promote easy cooperation between programs.

Program Planning Team

These leaders develop, promote, implement and evaluate the program. These teams should be developed according to the needs of a particular program. Planning teams should be staffed by youth and adult leaders. If additional leaders are needed to implement or promote the program, the program planning team recruits and supports these volunteers.

Advocates/Links

Within the parish and the broader community, advocates or links are leaders whose support is needed in order that programs and projects can be successful. This type of support can include everyone from civic leaders to parish secretaries. It is important to include and nurture the support of these key individuals. This does not mean that we always bring these leaders on to planning teams. Support can be developed by sharing information, soliciting advice and guidance, and by demonstrating appreciation.

Making the System Work

Bringing a program to fruition usually begins with the process of identifying youth needs and is followed by developing a program(s) or discovering a resource(s) that can be used to address the needs. Once the program is developed it becomes a reality by working its way though the system of leaders.

The coordinator identifies a needs or resource together with the core team. Collaboratively, they chose and situated it within the context of the overall program. The core team and the coordinator recruit a program leader who in turn recruits the program planning team from the leadership pool. Together they identify, inform, and include the links and advocates who will support the idea in becoming a reality. Like a pebble thrown into a pond, the idea works its ways out from the shore in various waves.

The following chart illustrates the leadership system in action.

The Leadership System

The System in Action

Example 1: Parent Education Program

Coordinator:

Identifies the need for parents of youth to experience education in the skills necessary for parenting adolescents and sharing faith.

Planning Team:

Discusses the need and selects this area as a priority. One member of the team researches a resource of a local parent training program offered by the civic community. The planning team decided to promote the community resource and to offer an additional session on Christian parenting at the parish. The planning team recruits a leader to promote the program andto coordinate the additional session.

Program Leader:

Identifies and alerts key leaders in the parish community about this effort. She or he also identifies parents to share information with and to assist in promotion. The program leader develops a flyer, a bulletin announcement, a phone tree and other publicity ideas. This leader recruits a speaker for the additional session, reserves a room, arranges for hospitality, and develops an evaluation instrument.

Example 2: Youth Ministry Newsletter

Core Team:

Identifies a need for coordinated communication with youth about parish and community programs and opportunities. Together with the coordinator, project parameters and budget are developed for a proposed newsletter. Meanwhile, a core team member assigned as a link for the newsletter to coordinate information. After getting approval from the pastoral team and allotment within the budget, the core team develops a job description and recruits a newsletter program leader.

Program Leader:

Recruits newsletter team in conjunction with the core team. Coordinates the development of a newsletter, including the printing and delivery. Facilitates continued needs assessment and evaluation of project to adjust direction. Supervises program budget and provides reports as needed. Reports back to the core team for mutual information sharing and support.

Newsletter Team:

Comprised of youth and adult leaders from the leadership pool, the newsletter team seeks information about the following areas: the variety of youth programs in the parish, the different opportunities for families to minister to youth; the variety of parish programs that impact youth and the programs in the wider community that can include youth. This information is drawn together and prioritized. The team develops the newsletter to include information about programs and to provide a non-gathered ministry to youth. The team writes articles, edits, organizes the production and facilitates the delivery of the newsletter. This team also creates a system for continuous feedback and evaluation so that the direction of the project continues to match the needs of the youth community.

Advocates/Links:

The newsletter program leader and team inform many other leaders in the parish and wider community about the newsletter. This includes communicating the mission of the project, as well as soliciting help and support. Leaders from other aspects of the youth program, parish ministry, families and the wider community are included in this effort. One method of mutual support is publicizing one another’s newsletter – you print about my program, I’ll print about yours!

In reflecting on your present ministry, these examples may look a bit formal. If you have been organizing ministry for awhile, you will probably accomplish some of thee steps automatically. You know when you need to seek approval and when you need to get the support of a key person. Sometimes it is helpful to step back and think about the work that goes into accomplishing a project. The more you understand what you are doing, the better able you will be to teach someone else how to accomplish ministry organization in your unique pastoral setting.

The Enablement Cycle

To put this leadership system into action and tap into the gifts that are waiting in the youth and adults within your community, we need to begin a process of enablement. The following are steps of the enablement cycle to help point the way.

Step 1: Leadership proceeds from the affirmation of gifts

We begin to nurture the seeds of leadership when we recognize and include people for the things that they are good at. We can broaden the circle of those people who typically help out in everything. We try to discover the unique gifts that God has placed into the diverse members in our community, and we name these gifts for individuals.

Affirming people’s gifts can happen informally, but it is also important to build a formal aspect to the affirmation of gifts into our programs. We can take the time within retreats or faith sharing groups to name each other’s gifts. We can lead youth in a process of naming their own gifts and recalling the people who have believed in them. We become a mirror that helps young people to see themselves as the talented and gifted persons God made.

Affirming adults is a more challenging task of taking the time to relate to the diverse members of the community. A parish process for affirming gifts begins with an inventory of the talents and skills of the community. Many times an effective way to start is to gather people who know other individuals in the parish, and can identify people who have gifts for youth ministry.

Step 2: We equip potential leaders with skills

The gifts that we all have are the raw material that becomes channeled for good when we are given skills and experiences that help us to use these gifts. There are many skills that are important for leadership. Some of the areas to consider would be: communication, decision making, planning and organizing, understanding community life, negotiating and advocacy, conflict management, and assertiveness training. A key element of formation is to provide specific skill development according to individual needs and job assignments.

Learning should include information and practice. This is a very important part of leadership preparation; namely, we give people a chance to try out skills and behaviors in a safe setting where they can get feedback and learn from their mistakes.

Step 3: Place people into leadership positions

Surprisingly enough, this breathing room is often the most overlooked step in leadership development. Many times, leaders return from training with no place to demonstrate their gifts. Before we empower people for leadership, we need to research the opportunities for people to serve as leaders in the diverse ministries of the parish that serve youth. There should be job descriptions and a supervisor/supported who can mentor and assist the leader as he or she begins a new leadership role.

Step 4: We support leaders

Support comes in many different forms. Clarity about expectations, direction, and feedback are very supportive actions. Sometimes volunteers experience a “sink-or-swim” approach in which they receive very little direction or feedback. As youth ministers, many times we shy away from supervision because we think it is too business-like. At its core, supervision means to vision with someone – to provide an additional perspective and picture of what is going on. If we provide leaders with feedback about areas for growth and about affective and ineffective behaviors, we are honing life skills and nurturing the kind of trust that will build confidence and competence. Another kind of support is providing leaders, especially youth, with mentors who can listen and share resources, and allow individuals to take the time to process their experiences. Leaders need encouragement and opportunities to attend to their spiritual formation.

After youth have been placed into a variety of leadership roles in the church and the community, youth ministry programs can gather young people into faith sharing groupings for common prayer and spiritual nourishment. The key source for supporting youth is our creativity and instincts about how to be present to young people as they continue on their road in leadership.

For adults, the many spiritual formation opportunities within the parish and the broader community can be tapped into for nourishment and renewal. Providing prayer and faith sharing opportunities for leaders will promote the kind of ministry that will serve youth best. In addition, we communicate our care and support for volunteers when we demonstrate our interest in them as persons and not just our interest in the jobs they do.

Step 5: Share the story

When we first invite people to leadership, they may feel as though they are helping us out. Eventually they discover that the source for their ministry is the call they are experiencing from our loving God. We share the story with others when we ritualize their ministries and when we let go of the ideas we have about how a particular person will be a leader. This becomes an “unscheduled experience” as leaders come to know “themselves as called and sent forth as witnesses for the kingdom” (Reynolds 12). Sharing the story means helping leaders to read the road map of their own unique journey which may include helping them to become leaders in other communities. This is the most gratifying and the most difficult part of enablement. It helps if we step back and try to see the big picture. We have been God’s instruments in encouraging others on the path of leadership for which they were created.

(Reynolds, Brian. A Chance to Serve – A Leader’s Manual for Peer Ministry. Winona, MN: Saint Mary’s Press, 1983.)

Leadership Structure for Youth Ministry

Role of the Ministry Coordinator

“…Must always be qualified and well trained, as well as have an excellent reputation. She or he facilitates the people, programming, and resources of the parish or school community in a comprehensive ministry effort. The Coordinator is primarily responsible for facilitating planning, administering programs, developing a leadership system for adult and youth leaders (recruitment, training, support), and serving as an advocate and link for young people to the faith community and wider community.”

(Renewing the Vision, p. 41)

Role of the Steering Committee (planning team)

“A Coordinating Team, made up of adults and young people, may be formed to work with the Ministry Coordinator in organizing a comprehensive ministry with adolescents by planning the overall ministry, developing a leadership system, identifying the resources of the faith community, and connecting the ministry with the other ministries and programs of the faith community.”

(Renewing the Vision, p. 41)

Role of the Event Director (program leader)

“Program (Event) leaders–adults and adolescents leaders– conduct specific programs and activities within a comprehensive ministry Program leaders often work with a program planning team who develops, promotes, and evaluates the program.”

(Renewing the Vision, p. 41)

Role of the Support Staff

“Support Staff provide assistance that helps individual programs and the overall ministry function effectively.”

(Renewing the Vision, p. 41)

Sample Job Description for a Coordinator of Youth Ministry

(Please adapt for your parish)

Title: Coordinator of Youth Ministry

Reports To: Pastor

General Description:

Responsible for developing a parish based pastoral ministry with youth. Reaches out to all youth in the community, provides for formal catechesis, invites, and enables youth to serve others. Develops close communication with and mutual support from families of youth and collaborates with other community and parish youth organizations.

Job Responsibilitis:

Program Development
1. Creates and develops a core group and provides for its enrichment
2. Develops leadership skills in youth and young adults
3. Develops a network for reaching out to youth, particularly to the alienated
4. Is available for and has set times for listening, advising, and referral
5. Plans, coordinates and implements weekend retreats and evening of prayer reflection
6. Develops the kind of relationship with parents that are conducive to open communication between parents and youth
7. Assists in the preparation of liturgical celebrations for youth
Recruitment and Training of Leaders
1. Recruits, trains, assigns, and evaluates the youth leaders. Coordinates participation in diocesan-sponsored training programs
2. Serves as an advisor and support to youth leaders
3. Monitors the effects of volunteer leaders and evaluates progress
4. Makes special efforts to gain the endorsement, support, and involvement of all adults, especially parents and parish organizations
5. Defines the responsibilities of each adult leader/advisor
6. Publicizes and offers education programs and support systems for volunteer leaders
Administrations
1. Initiates ways of gathering data on needs, interests, attitudes, and beliefs of youth and young adults
2. Plans, organizes, and implements programs/experiences that provide a holistic approach in meeting the needs/interests of youth and young adults
3. Submits annual financial report and budget; administers budget throughout the year
4. Maintains necessary office and program records, including a log of activities and time
5. Determines effective means for publicizing and promoting programs and experiences
6. Submits periodic reports to the pastor detailing programs in youth ministry
7. Initiates procedures for evaluating all aspects of the parish’s ministry to youth
Communication
1. Keeps the parish faith community informed of youth ministry activities and goals
2. Advises, communicates and cooperates with other parish and diocesan organizations
3. Work with youth ministry teams on goals and programmatic ideas for meeting needs
4. Participates in parish governing structures to insure greater participation of youth in parish life and to facilitate communication and decision-making
5. Supervises and coordinates scheduling of youth events and activities
6. Keeps informed through attendance at diocesan, regional, and national conferences, regular reading, and membership in professional associations
7. Is aware of community agencies and resources that interface with youth
8. Set annual goals and objectives for each Junior/Senior High program as requested

Necessary Qualifications:

- Active member of a Roman Catholic parish faith community
- Bachelor’s degree in a related field, master’s preferred
- Youth Ministry experience in a Catholic Parish

Component 1: Developing Job Descriptions

Develop Leadership Positions

Using Worksheet 1: Leader Tasks, begin your work by describing the programs for which leaders will be needed. For each program list the tasks which leaders will perform. Be very specific. Frequently, we assume that our leaders know what tasks are involving in planning or conducting a specific program. We need to identify clearly the tasks that are involved in conducting a program. Once you have listed the tasks necessary, group these tasks into a series of leadership positions. It is better to identify several leadership positions with fewer tasks, than to identify one or two positions with a large number of tasks. You can always combine leadership positions together. It is much easier to recruit several leaders for smaller jobs than to find one person to take on large jobs.

Develop Job Descriptions for each Leadership Position

Use Worksheet 2: Job Description Form to create job descriptions for each leadership position. Even tough developing job descriptions takes time it will serve as the basis for recruiting, training, supporting, and evaluating your leaders. Many efforts at recruiting leaders fail because the leadership jobs are not clearly defined.

Worksheet 2 provides you with a way to develop job descriptions for each leadership position. Here are several guidelines to follow in developing the job description. They correspond to the categories of the worksheet.

Identify the program the leader will be involved in. If the job has a title, state it.
List the leaders tasks to be performed. Describe what you hope will be accomplished. Use clear, simple language.
Identify the abilities needed by the person who will be doing the job. If you are not entirely sure what skills and knowledge are needed, consult other leaders in youth ministry or in your particular area of concern. Simple, direct minimum abilities should be identified. Try not to overwhelm people. Yet be honest about the abilities that are needed. Remember, your training program can help a person with good potential to develop the needed abilities.
State clearly the total investment that goes with the job, e.g. a program coordinator may also be expected to be a member of the youth ministry team and participate in monthly coordination meetings.
Identify the length of commitment. Be specific. In determining the length of commitment, compute the hours of direct service t youth plus time for planning meetings, training sessions, support groups and other activities. A teacher who is willing to teach a six-week mini-course needs to know that he or she is expected to participate in two teacher meetings and training sessions. A job description should include the total commitment. Many leaders become angry and frustrated when they realize six-week commitment really means a twelve-week involvement.
If specific training is required for the position, list the training options and or resources. Identify when and how the training may be secured.
Identify the supervision and support, which will be provided for the leader. Identify clearly to whom the leader is responsible.

Identify what the leader will gain from this position. What are the benefits of this position? It is very important to describe how the leader will grow and benefit from his or her involvement in a leadership role.

Leader Tasks Worksheet

Job Description Worksheet

CATHECHIST JOB DESCRIPTION

Program: Older adolescent catechetical program
Leader task to be performed:

Designing and conducting the mini-course learning program
Obtaining the materials needed to conduct the program from the Coordinator of Youth Ministry
Evaluating the learning program
Contact youth who miss sessions
Report to the CYM or DRE on the progress of the program

Abilities needed:

Designing a learning experience using shared Christian praxis
Using media in a learning program
Willingness and ability to speak with conviction about his or her own experience and
convictions as a Catholic Christian
Understanding of adolescent growth and development, especially faith growth
Understanding of the sings, symbols, images, and culture of youth
Leading a group discussion and conduct faith sharing activities
Designing and conducting prayer experiences
Understanding of the content of his or her particular faith theme

Involvements: Participation in support group meetings
Length of commitment: total=12 meetings (weeks)

Service from:

September 1 to November 15

Meetings:

Two planning meetings in September; six teaching sessions (Oct.1-Nov. 15); one catechist support meeting; one evaluation meeting

Required training:

No planning meetings and two pre-serve workshops for new catechist only in September; all catechist will diagnose addition needs for learning and develop a learning plan in consultation with coordinator.

Supervision/support:

Catechist support group meeting; weekly contact with coordinator of youth ministry. Leader is responsible to the coordinator of youth ministry or coordinator of religious education.

Benefits of the position to the leader:

Opportunity to share his or her faith with youth; to guide youth in their growth as a Catholic Christians; to be challenged to grow as an adult Catholic; to receive the support of other adult leaders

Service Coordinator Job Description

Program:

Younger or older adolescent service program.

2.Leader Tasks to be Performed:

Recruiting and training a Service Committee to assist in selecting and coordinating service projects
Collaborating with catechetical program coordinator to incorporate a general catechetical session on Christian Service and the Call to Justice into programming prior to the actual start of the service program
Working with service sites to develop a specific training component for each service project
Recruiting and training leaders for individual service projects
Presenting service opportunities to youth; placement of youth in appropriate projects
Maintaining regular communication with service sites and individual project leaders through the duration of the service projects (training, implementation, reflection and evaluation)
Valuating individual service projects and overall service program
Reporting regularly to the CYM and YM Leadership Team on the progress of the program

3.Abilities Needed:

Designing service projects incorporating catechesis and training, reflection and prayer

Familiarity with Scripture and Church teaching in the areas of service and justice

Willingness and ability to witness to the importance of integrating service into one’s own life

Understanding of adolescent growth and development

Communicating with service sites a sense of who adolescents are and how their enthusiasm and skills can best be used in service to others

Working collaboratively with project leaders, supporting them in their role and providing the training needed for group discussion and reflection on the service experience

Involvements:

Participation in YM Leadership Team; provide leadership for Service Committee

Length of Commitment:

One year minimum. Degree and type of involvement vary according to size of the overall service program and the kind of activity demanded by the different phases. Meeting with Service Committee will be heaviest during the selection and planning phase; during the implementation phase, especially with ongoing and multiple- session projects, regular (monthly) support meetings should be held with service project leaders; final evaluation meeting of Service Committee and project leader.

Training Required:

Coordinator of Service Projects should have previous experience with service projects. Some specialized training on the social mission of the Church and on organizing service programs is preferred.

Supervision/ Support:

Supervision given by Coordinator of Youth Ministry and/ or YM Leadership Team; support through Service Committee and project leaders. Leader is responsible to the coordinator of Youth Ministry or YM Leadership Team.

Benefits of the Position to the Leader:

Opportunity to share faith- in- action with youth; to assist young people in their attempts to integrate faith in career and lifestyle decision; to collaborate with other community agencies in meeting the needs of the poor/ disadvantaged; to receive support.

Retreat Coordinator Job Description

Program:

Older adolescent retreat program

Leader Tasks to be Performed:

Recruiting and training a Retreat Planning Team (youth, young adult, adult)
Designing, or choosing from existing program materials, a retreat model (content an format) that meets the goals established by the CYM and YM Leadership Team (or Retreat Team)
Recruiting and training retreat leaders for the roles of: retreat director/ coordinator, program leaders, and logistic leaders
Choosing an appropriate site for the retreat experience
Determining retreat expenses and budget
Publicizing and promoting the retreat in collaboration with CYM and YM Leadership Team
Coordinating appropriate parental involvement through all phases of the retreat experience
Designing a follow-up program integrating the retreat experience with ongoing YM efforts
Evaluating the retreat
Reporting regularly to the CYM and/ or YM Team on the progress of retreat efforts

Abilities Needed:

Designing retreat programs incorporating a balance of community building catechetical, and prayer experiences
Incorporating varied methods and approaches to learning and worship into the retreat
Willingness and ability to speak with conviction about his or her own Catholic Christian faith
Understanding of adolescent growth and development, especially faith growth
Understanding the content of and resources available on the particular retreat team
Working with retreat leaders, supporting them and providing them with the training needed to fulfill their retreat roles

Involvements

Provide leadership for Retreat Planning Team and retreat leaders.

Length of Commitment: Three months (9-12 meetings)

Well in Advance:

Select retreat site; determination of retreat goals and theme; initial publicity

Month One:

Recruitment and training of Retreat Planning Team; design of retreat program; planning for parental involvement and follow-up efforts (4-6 meetings)

Month Two:

Recruitment and training of retreat leaders; publicity and promotion (3-4 meetings)

Month three:

Conducting retreat experience; evaluation; follow- up (2-4 meetings)

Training Required:

Retreat Coordinator should have previous experience as a retreat director or program leader and/or Retreat Planning Team member; some specialized training in adolescent catechesis and spirituality is preferred. Regular contact with CYM is essential. Leader is responsible to the Coordinator of Youth Ministry and/or YM Leadership Team.

Supervision/ Support:

Supervision by Coordinator of YM and/or YM leadership team; support through retreat planning team and retreat leaders.

Benefits of the Position to the Leader:

opportunity to share faith with youth; to assist young people in their attempts to integrate faith in their lives; to work and share with committed, intergenerational team of people; to receive the support of other YM leaders.

Social Activity Leader Job Description

Program: younger adolescent community building activity
Leader tasks to be performed:

Choosing or designing the community building activity
Coordinating the practical logistics integral to the activity (leadership needs, supplies, transportation, sites, etc.)
Determining expenses and budget for the activity
Handing promotion and registration for the activity
Leading the activity
Evaluating the program or event
Reporting regularly to the CYM on the progress of the program

Abilities needed:

Understanding of the growth and development of young adolescents
Using basic organizational skills, e.g., budgeting and publicity
Designing and conducting community building activities that are enjoyable, emphasize collaboration over competition, and allow young people to mix comfortably together
Delegating appropriate tasks and provide clear directions

Involvements:

Participation in activity planning meetings.

Length of commitment:

Degree and type of involvements will vary according to the kind of social activity being planned. Simple events like a video night or youth vs. adult team volleyball match will not involve extensive pre-planning. Planning for these and similar events can be accomplished with a couple of brief meetings. Other events, such as a 20-mile bike hike or parent-youth dinner would demand a greater involvement of time and leadership personnel. Many groups consciously try to balance a mix of low- and heavy-planning events to guarantee a regular flow of community building activities.

Training required:

For people new to planning social events, a one-session workshop at the start of the program year.

Supervision/support:

Participation inactivity planning meetings; regular contact with CYM. Leader is responsible to the coordinator of Youth Ministry or YM Leadership Team.

Benefits of the position to leader:

Opportunity to relate with youth and adults in a relaxed, fun atmosphere; to share personal interest and abilities with the parish community; to receive the support of other adult leaders.

Component 2:

Recruit Leaders

Search for Persons with Leadership Potential

Now that you have identified the leadership positions you need to fill and the requirements of each job, you are ready to develop your recruitment plan. Recruitment is a year-round task. In recruitment, a general recruitment phase is followed by a more specific one-on-one recruitment and interview process.

General recruitment involves sharing with the community the leadership needs of youth ministry. It is an educational as well as a recruitment process. There are various ways to present the leadership needs of youth ministry to the community: parish newsletter and/or bulletin; brochures: displays and posters; presentations to groups; and a time-and-talent survey. Avoid “pleading” or “begging” as a strategy. Begging does not attract the best people. Often times you get “stuck” with a leader and later are in the position of having to “de-volunteer” someone. Form an approach that spells out what is required. This process usually self-selects the right people.

Remember to look twelve months a year for persons who should be considered for leadership positions. Since many programs do not begin at the same time—they are initiated at various times—there is a need for leaders throughout the year. Because most parishes have both immediate and long-range needs for leaders, it is important to see the recruitment effort as a continuing process. Also, since potential leaders are always surfacing, you should be continually searching out and developing a list of potential leaders.

Develop a comprehensive list of potential recruits. Include the following people on your list:

adults who work with youth or families as professionals or who have professional training to do so (e.g., teachers, counselors, social workers)
parents of adolescents (who want to work with them in program settings) and parents of young adults who have successfully parented adolescents
adults in later life who may be retired with time to volunteer (look for adults who have worked with youth or families in their professional/volunteer experience
youth leaders (especially those who are involved in school or community leadership roles)
young adults and young couples without children who are looking for ways to be involved in the life of the parish community and may have time to give
individuals who have participated in retreat or renewal programs or RCIA looking for a way to serve

Worksheet 7: Volunteer Leader Profile, Worksheet 8: Leader Involvements, Worksheet 9: Junior High Time and Talents, and Worksheet 10: Senior High Time and Talents can be used to create youth own application form or time-and-talent survey. Worksheet 11: Sample Invitation Letter provides an example of a personal letter to a prospective volunteer inviting him or her to a volunteer leadership position. This letter can be accompanied by a volunteer jobs booklet and/or a volunteer leader profile and involvements form.

Strategies

Parish newsletter and/or monthly bulletin: Many youth ministers have developed monthly youth ministry newsletters to communicate to the youth and the adult community what is happening in youth ministry. This offers a vehicle to interpret, promote, and describe leadership needs to potential adult leaders. Many parishes have a parish-wide monthly or quarterly newsletter.

The one thing you do not want to do is place one of those “pleading” announcements, begging the adult community to get involved in youth ministry. These announcements let the adults know that if they do not get involved there will be no youth program for their youth. Usually what these announcements produce is exactly the opposite of their intention. Adults who are not qualified or who feel “guilty” are attracted to youth ministry. You do not need this type of leader. Furthermore, this type of bulletin announcement is an insult to your hard-working dedicated adults who consider youth ministry a calling. Instead, use the bulletin to educate about youth ministry. Try to get a regular column in the bulletin. When you are looking for new leaders, write a “want ad,” giving plenty of information and telling the prospective leader whom to contact for further details. You might run a “want ad” weekly, based on needed leadership positions.

Brochures: An attractive and very professional way of communicating youth ministry and the positions for leadership is through a brochure. The brochure describes needed leadership positions and the responsibilities of each position. You might list each leadership position in a paragraph, describing the required tasks, needed abilities, and time commitment. Be sure to include an application in the brochure asking the prospects to list their abilities, background information, what positions they would be interested in (see worksheet 7).

You can distribute these brochures at all the Sunday worship services and request that those who are interested in serving or who desire more information drop the application form in a special box as they leave the church. You can then follow up each application with a phone call and a personal visit. The brochure can also be used by the recruiter or recruiting team when it contacts prospective leaders. It can be given to the prospect and used to match the individual’s gifts with a leadership position. The brochure communicates the value you place on leaders and also provides the recruiter with a concrete visual to augment his or her presentation.

Displays and posters: You can utilize an attractive poster to publicize leadership opportunities. The poster can be part of a youth ministry display which communicates what is happening in the youth ministry, as well as what leadership opportunities presently exist. This display can be set up permanently or assembled weekly. In addition to the poster and/or display, you and your team might want to develop a multimedia presentation with slides, music, conversation, interviews, commentary, and photos on youth ministry and the parish programs for youth. Include information on leadership opportunities. You can take this presentation to parish organizations and small group meetings. It can also serve as an orientation for new young people and new leaders.

Presentations: You and your team might want to schedule presentations at parish meetings to discuss youth ministry and the opportunities for service. You might also want to organize small group meetings for prospective leaders convened by your key adult leaders at their homes. Also, you can convene a parish-wide meeting to present the direction of youth ministry and opportunities for service. This last option is the most difficult to organize effectively. With good promotion it can work very well. It might be best scheduled after you have distributed your brochures and invited adults to attend the meeting to explore further opportunities for service.

In each of these options you can use your display, posters, and/or multimedia presentation to communicate effectively about youth ministry. Be sure to have members of your team (especially the youth leaders) discuss youth ministry at these meetings. It is an effective sign to prospective leaders when they see adults and youth excited about youth ministry.

Searching for Leaders

Do specific rather then general recruiting, whenever possible. Job descriptions will aid you in this task, as will a brochure.

Choose appropriate audiences whose interests and priorities match your needs. Look to renewal programs, adult education programs, and professional youth workers for potential leaders.

Determine where the skills are that you need and actively seek them out. If you wait for volunteers to find out instead of actively seeking them out, the results will usually be disappointing.

Be as specific and honest in your appeal as possible. Your job descriptions should help you to do this. Clearly state what the job involves and how much time it requires. In many ways you are “selling” the position. You are trying to link the person’s interests, gifts, and skills to the positions for which you need leaders.

Be sure to utilize existing information. Check out the parish census, time and talent survey, prospective leaders recommended by the parish staff, current adult leaders, youth, and names of prospects from leaders in other parish ministries and organizations.

Recruit by inviting people to respond to the opportunity to be of service, not by telling them they ought to be concerned and involved. If the jobs that have been designed are meaningful, you should be able to enthusiastically approach your parish community with a real offer to serve, to grow, and to make a difference in the lives of young people.

Be enthusiastic! If you and your team are not committed to or excited about youth ministry, no one else will be either. And most certainly, lack of enthusiasm will not attract or inspire leaders to want to serve.

1. Personal Recommendations:

Another recruitment strategy is to ask the staff and key leaders in the community for their recommendations. Be sure to ask the young people on your team for their recommendations. Write letters to each person indicating that they have been recommended as a potential leader and inviting them to consider a leadership position. Enclose a brochure describing the leadership positions. Follow-up your letter with a phone call within two weeks to discuss the invitation and, if the person is open to involvement, schedule a one-on-one meeting. If you can get your pastor or the person who recommended the individual to write the initial letter you will enhance the likelihood of a serious consideration of your invitation. Then you can follow-up with a phone call and meeting.

Develop a File of Potential Leaders

Organize the information from your searching and surveying into a permanent, up-to-date file of potential leaders. This involves designing some type of filing or computer data base system, securing or developing forms on which to record the information, and keeping all information current and useful for those who must select prospective leaders for particular positions. You may even want to recruit several leaders whose leadership position involves keeping accurate records for your volunteer leadership system.

There are several ways to store the information you receive: loose-leaf notebook system, card file system, and a computer data base system.

Loose-leaf notebook system: It is recommended that you develop three notebooks. One notebook should contain all the forms of those who returned the survey, listing interests, talents, experience, and training. A second notebook lists the leadership positions needed and the names of the persons available for them. A third notebook contains the plans for the year: descriptions of the programs; the skills, attitudes, and understandings needed for each position; and a description of each job to be done (job descriptions). In short, the three notebooks allow you to organize all your work in leader development into a very easy-to-use system.

Card File System: Information is gathered on file cards and then sorted into two categories: 1) an alphabetical listing of those who returned the survey indicating their talents, interests, and services; and 2) a listing of the jobs that need doing, with the names of each member interested, experienced, and committed to doing them. A third category of information can also be stored recording the services and activities in which persons have participated. Under these services there should be a record of the date of participation in the service activity. A similar record should be made of the training received and references – names of persons with whom each individual has worked.

Computer database systems: Computers offer the ability to organize all of your information in a data base program. Any of the data base programs currently on the market will provide you with the capability to design and manage a volunteer leadership system including records for volunteer interests, job descriptions, and leader agreements. A database program gives you great flexibility in revising information, correlating volunteer leaders with jobs, producing personalized letters for leaders, and update records. Designing and managing the volunteer leadership system on a database program is a marvelous leadership position for someone with a computer and the skill in working with database programs.

Secure Needed Leaders

We now have a list of potential leaders with their skills, abilities, background, and experience and a system for filing and retrieving this information. We can now move on to the task of matching needs and talents.

First, examine the list of positions that need to be filled. Then study each person carefully, in light of his or her interests, abilities, limitations, and potential. Match people with potential leadership position(s) that they could fill. Some people will appear in several places. Some will appear only once. Some will be matched with leadership positions which require training. Each person is now matched with a leadership position(s) where his or her skills and interests can enrich and expand the youth ministry.

Now, choose one or more prospects for each position, ranking them if desired. Lastly, decide whether each person will be invited to 1) explore the possibility of service as a leader 2) engage in training for service, or 3) actually begin service.

When both lists are finished and a serious attempt at matching has taken place, there will probably be two pieces of the puzzle unsolved: 1) There will be an “excess” of resources and skills not assigned to any job (an exceptional and happy problem). 2) There will also be “unfilled jobs” (our usual situation). It should not be a major problem to create new programs or to strengthen your existing leadership teams now assigned to programs or to strengthen your leadership team with the “excess” of resources and skills not assigned.

However, the task of finding people to fill unfilled jobs demands creativity and a renewed effort. You may need to retrace your steps, hoping to locate potential leaders that you missed the first time. You may need to prioritize your existing programs to make sure the most important programs are staffed. But before you drop any important programs, remember there is an untapped resources available to you – community leaders. Check your community resources – people, programs, organizations and agencies. Can you redesign a program and utilize the community to fill the leadership needs?

Most communities have persons and agencies with specific skills and resources that could fill your leadership needs. For example, you may need a leader to organize service projects for the coming year. Not finding anyone, you might give up or take on the responsibility your self. (Neither of these is a desirable alternative.) Instead, research your community. Locate service replacements for your youth (this can be done with young people assisting you) and develop a contact person in each placement. These professionals and paraprofessionals can serve as placement contacts, orient youth who are interested in serving in the organization, and provide the training needed to perform leadership tasks. The roles of the coordinator of youth ministry and the team would be to develop and maintain the relationships with these contact people and to place young people in a position of their choice. One parish which used this approach to leadership development found that many of these contact people were parishioners. They not only implemented an important program, but involved well over a dozen adults from the parish in the process.

Community agencies and professionals can provide you with valuable counseling services. Also, many organizations provide lists of speakers who can help set up a program. By locating the right community resources, you can fulfill many leadership responsibilities.

In some cases you will need still more information about a prospective leader – about his or her background, experience, interests, abilities, attitudes, availability, and so on. If so, converse with the prospect, or perhaps interview the person in a more formal way.

Interview Each Prospective Leader

Follow your general recruitment and matching of leaders with personal interviews of all prospective leaders. Through your interview you can determine if they are right for the job that they are interested in or if you should recommend another job. Only after someone has been interviewed should he or she be confirmed as a leader. At your interview you will be able to determine if the person is ready to serve or needs training or needs to explore the job first before he or she decides.

It is at this point that you must determine how to contact each prospect and what to say. The most effective vehicle for recruiting leaders is the “recruiting team”. Too often the coordinator of the youth ministry is left with the burden of having to contact potential leaders, meet with them one-on-one, and try to convince them to use their gifts and talents in youth ministry. Often the youth minister has no relationship with these prospects. Many prospects may feel that you are trying to recruit them to do a job which should be done by the coordinator of youth ministry (“you were hired to work with youth” mentality). They may also feel that you have to be a professional to work with youth. A recruiting team enhances the effectiveness and credibility of the recruitment effort. This team can be comprised of two people from the youth ministry team – preferably one adult and one youth. Some youth ministry teams organize themselves into committees – worship, education, community, service, retreat. These committees can become recruiting teams for their particular programs.

The recruiting team should contact its prospects by phone and arrange personal meetings. It is a good idea to give team members the names of prospects they know personally and are more likely to be able to influence. The coordinator of youth ministry should be a part of a team contacting familiar prospects. Recruiters should be familiar with the direction of youth ministry, the various leadership positions and what is involved in each position. They should also have copies of the job descriptions and any other pertinent information about youth ministry. This is where a brochure containing all the leadership opportunities would be very helpful. Team members recruiting in pairs will feel more confident and more accountable for accomplishing their assigned tasks.

Recruiters should listen closely and be open to the realities of the individual situations of prospective leaders. Often recruiters from a church are interested only in the needs of the institution and fail to deal with

Some Ideas about Volunteer Motivation

What keeps volunteers working are the payoffs they receive or achieve by doing the work. When there are no payoffs, most volunteers will quit or not volunteer in the first place. So the effective Coordinator will know the rewards available and will help the volunteer achieve them.

A volunteer is motivated by what is truly important to him or her, not what the Coordinator thinks should be important. And until the actual needs/wants of the volunteer are provided, the volunteer is not likely to grow toward other motivations. So it is important to know each volunteer well enough to understand what his/her particular motivators are, and to provide these.

Volunteers are usually motivated by a combination of motivators. A sense of duty may cause a person to volunteer, but interesting work, a chance to learn and grow, and good working conditions may become increasingly important. So it is useful to provide as rich a mix of rewards as possible.

Some motivators may be effective on a short-term basis (i.e., a strong personal appeal) but may be ineffective in maintaining a long-range commitment. So it is important to help the volunteer discover long run satisfaction on the job.

Ways of motivating reflect the value system of the Coordinator, and communicate to the volunteer what the Coordinator believes to be important. So one criterion for choice of motivators is the values they communicate.

Appeals may be made to many motives: service; personal relationships; gratitude for what one has been give; assistance to those carrying out primary responsibility; utilization of personal gifts and abilities; opportunity to put one’s faith into action; personal growth in knowledge, skill, and faith; influence over the lives of young people; teamwork; and other positive factors.

Recruiters will want to focus on reasons why the prospective leader is the best person they can think of for the position. Provide the prospect with the several reasons, but do not give all the reasons. Hold some back to answer objections or hesitancies. And remember: It is a most significant opportunity and challenge, not something that will be very easy to require little effort.

Information is also necessary in a recruitment interview. You need to share facts about the program: time, place, numbers of people, types of activities, term of service, other leaders involved. You will also need to inform them about training, resources, support, and supervision.

With your recruiting teams you might plan an interview with a prospective leader developed around the following framework:

Sample Questions

What experiences have you had in working with youth?

What interests you most about working with youth?

What particular skills do you bring to working with youth

What fears do you have in working with youth?

What would you say are the greatest things you can give to our youth ministry?

Above all, in your interview express enthusiasm for the church and youth ministry, for its mission, and for its effectiveness through dedicated persons.

Interview Process

Introduction: Be honest and challenging.

Appeal to motives: Draw out the best in the person.

Factual information: Tasks, time, and so on. Supply this in writing. Seek to discover the persons’ own view of the task.

Help they will receive: Training, resources, support, guidance, supervision.

Question: Will he or she accept the challenge? Express trust and confidence in the decision the person makes – whatever it is.

Conclusion: Ideally, invite to explore, train, or serve.

Before recruiters make their calls, let each one have the experience of role-playing a visit, using the above outline as a guide. This will help to bolster the recruiters’ confidence and to see any points that need more attention. The chart which follows is a visual summary of one way to handle recruiting.

Six Steps to Recruiting and Maintaining a New Volunteer

Contact—Find the person you want and arrange a meeting.
Arouse Interest—Stimulate curiosity about your program.
Discover a Preference—List the many volunteer jobs that make up the operation.
Specific Proposal—Offer the job of his or her choice.

Sign on the Line—Get the person’s time commitment and ask him or her to sign up.
Keep the Member Interested and on the Job— Give the volunteer a job that is interesting and important, yet one which will not take more time than he or she can give.

A very important part of interviewing volunteer leaders for youth ministry today is to conduct a background check on each leader. Concern over child abuse and child molestation means that coordinators and youth ministry teams will have to be careful and professional in their recruiting and interviewing process. It is better to take precautions early. Be sure to explain to volunteer leaders your purpose in utilizing background checks. If people refuse to cooperate, consider not using them as volunteers.

You must check the legality of what you can and cannot ask in an interview or on an application form. Consult with church officials, church lawyers, and/or youth ministry professionals who are familiar with your state or diocesan policies. Check your local regulations and application forms. Les Christie suggests the following guidelines that you can use to develop your own process and application form.

In interviews, ask probing questions relating to the potential volunteer’s past work with teenagers. Use questions such as, “Why are you interested in youth work? Have you ever been accused of impropriety with children or youth? If so, what are the details?

Get a written statement from the potential volunteer stating that he or she has no questionable background relating to child molestations, child abuse, or other areas of concern. Add this to your volunteer application.

Complete a criminal records check by contacting your local law-enforcement agency. Information about the applicant’s criminal convictions is often available without a release.

Request personal references that draw upon a wide variety of individuals in different settings who have known the applicant for many years.

Determine the recruits relevant training and education.

Insist on attendance at specific training events.

Discourage one-on-one encounters between volunteers and teenagers. A volunteer can be just as effective a “counselor” in a small group, over the phone, or with a staff member present.

Remind volunteers to seek your assistance with difficult or questionable counseling situations (Christie 25)

Establishing Agreements with Leaders

Help those prospects who are interested, but undecided or inexperienced, to become better acquainted with the area of their potential service. Provide written materials or other resources. Or, plan and conduct an orientation session or course for several prospects. Or, arrange for them to observe situations comparable to the one they might lead or to participate as an intern in such a setting.

Help each prospect come to a decision about the invitation to serve, and receive his or her response. If it is yes, agree together on placement in either a pre-service training opportunity or an actual leadership position if the person already possesses the abilities needed. And, using the job description, agree together on all terms of service. If desired, record this agreement as a contract and acknowledge and thank each new leader publicly. If his or her answer is no, record that decision, the reason for it, and any notes on future interests.

Work Cited

(Christie, Les. Recruitment and Training for Youth Ministry—Training Manual. Loveland, CO: Group Books, 1992.)

Reflection Sheet

What concrete steps will you take to begin interpreting the leadership needs of youth ministry to the community? List some approaches that you will try.

__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

List the various ways in which you will recruit leaders (general and specific). Who will assist you in the task of searching for potential leaders? What tasks do you and/or your team need to do so that you can develop a list of potential leaders? How will you go about discovering the potential leadership resources within your community? List some of the community organizations, agencies, and personnel who would be helpful to a youth ministry.

Which approach to developing a file of potential leaders will you use? What steps will you take to implement a filing system?

What procedure will you use in matching leadership needs and potential leaders?

Volunteer Leader Profile

You are being called to ministry! By your baptism and your love for God, you are a perfect person to minister to the young people of our church. Thanks for your interest! Below is an informational profile so that we can get to know you better and help discover your gifts and strengths, so that we can help you find a specific ministry to youth that fits your abilities. Please take a few moments to fill this form out.

Name: ____________________________________ Home Phone: _____________

Home Address: ________________________________________________________

City: ________________________ State: _____ Zip: ____________ Age: ____

Email: ________________________________________________________________

Cell Phone: ______________________ Occupation: _________________________

Name and ages of children (if applicable): ______________________________________________________________________

Identify the skills, talents, experiences, and/or training that you bring to working with youth: ____________________________________________________________________________________________________________________________________________

Currently active in what church ministries:

____________________________________________________________________________________________________________________________________________

Prior experience in church ministries: ______________________________________________________________________

Active in what community organizations/activities: __________________________________________________________________________

I would be glad to serve in youth ministry in the area(s) of:

(List your particular volunteer jobs/tasks in this space or insert a leader involvement form.)

_____ Teaching _____ Athletic Activities _____ Service Programs

_____ Prayer Leader _____ Retreat Leader _____ Liturgy Planner

_____ Program Planner _____ Social Activities

_____ Working with Parents

Time you have available for youth ministry:

_____ Weekly _____ Monthly _____ Occasionally

Preferred days or evenings: _______________________________________________

Adult Leader Involvements

The youth ministry in our church is looking for your assistance. Please check those areas where you would be willing and able to serve. Thanks again for your interest!

Youth Programs

□ Teach young people

□ Lead a Bible study

□ Work on drama productions

□ Prepare worship or prayer experiences

□ Serve as a group leader

□ Work with the youth choir

□ Musician/play instrument:

_____________________________

□ Chaperone at youth events

□ Teach how-to skills for:

_____________________________

□ Visit teenagers in the hospital

□ Help with service projects

□ Serve on parent/teen relationship panel

□ Work on a retreat

□ Use my influence with public officials,

government, school

□ Assist in program planning

□ Work on a youth newsletter

□ Serve as a lifeguard for pool events

□ Adopt a youth for discipleship

□ Tutor youth who need academic help

□ Help with school study night (once a

week)

□ Coach a sports team

□ Help with social activities

Support Services

□ Record keeping

□ Host meetings at your home

□ Furnish transportation

□ Visit and telephone youth

□ Drive for a carpool

□ Transportation Team:

_____ driver _____ coordinate

□ Work with computers

□ Finances

□ Review books, magazines, articles, CD’s

□ Prepare snacks and refreshments

□ Prepare meals for retreats

□ Provide decorations for special occasions

□ Photography

□ Help with fundraising

□ Technology Ministry

□ Provide child care for volunteer leaders

□ Answer telephones:

___ hours from _____________

___ day(s): M T W Th F (circle one)

□ Typing, filing, and other clerical help

□ Receptionist

□ Provide scholarships for youth who cannot afford money for retreat/trip: (circle one)

$25 $50 $75 $100 $_____

Middle School Volunteer Interest Form

Name: ____________________________________ Home Phone: _____________

Home Address: ________________________________________________________

City: ________________________ State: _____ Zip: ____________ Age: _____

Email: ________________________________________________________________

Cell Phone: ____________________ School: _______________ Grade: _____

Religious Education:

□ Be a Teacher’s Aide (grades 1-4)

□ Office help during class time

Spirituality:

□ Help plan jr. high retreats

□ Help at jr. high retreats (team)

Peer Ministry:

□ Be a member of the jr. high planning team

□ Be a member of the jr. high welcoming

team

Liturgical Ministries:

□ Be an usher/greeter at mass

□ Be an altar server

□ Help with decorating the church

□ Member of the Reader’s Theatre (gospel presentations during mass)

Service:

□ Member of jr. high service club

□ Help plan service projects

□ Help at nursing homes

□ Help with holiday baskets

□ Make hospital visits to sick teens

□ Participate in the Food Fast

□ Help with tutoring:

Maintenance:

□ Help with grounds clean up

□ Help with gardening and planting

Worship:

□ Help with Children’s Liturgy of the Word

□ Help plan special Youth liturgies

□ Help plan youth reconciliation service

Communications:

□ Write articles for youth newsletter

□ Help edit and produce newsletter

□ Help with artwork for newsletter, flyers

□ Write articles for bulletin or website

□ Help “get the word out” at your school

Parish Groups:

□ Baby sit during Religious Ed. sessions

□ Baby sit in nursery during mass

□ Help serve donuts and coffee after mass

□ Help clean church

□ Help at parish festival

Community Building:

□ Help plan and run social events

□ Help plan and run sports events

□ Help plan and run outdoor events

□ Help plan and run trips

Senior High Volunteer Interest Form

Name: ____________________________________ Home Phone: _____________

Home Address: ________________________________________________________

City: _______________________ State: _____ Zip: ____________ Age: _____

Email: ________________________________________________________________

Cell Phone: ________________ School: _____________________ Grade: _____

Religious Education:

□ Be a Teacher (pre-school -4^th)

□ Be a Teacher’s Aide (pre-school-6^th)

□ Be a co-teacher for Jr. High (with adult)

□ Be a co-teacher for H.S. (with adult)

□ Office help during class time

Spirituality:

□ Interested in attending a retreat

□ Be a member of the retreat team

□ Help plan jr. high retreat

□ Help plan H.S. retreat

□ Participate in morning prayer group

□ Be a team member for RCIA for children

□ Help prepare children for sacraments

□ Help with Confirmation Preparation

Community:

□ Be a member of the H.S. welcoming team

□ Trained as a peer minister

□ Help train peer ministers

□ Be a member of the core team

□ Be a member of youth council

□ Help jr. high planning team

Worship:

□ Help with Children’s Liturgy of the Word

□ Be a liturgy commission youth rep

□ Help plan special youth liturgies

Socials:

□ Help plan and run social events

□ Help plan and run sports events

□ Help plan and run outdoor events

□ Help plan and run trips

Liturgical Ministries:

□ Eucharistic Minister

□ Lector or usher

□ Altar server

□ Help decorate the church

□ Musician at mass

□ Cantor

Communications:

□ Write articles for youth newsletter

□ Help edit and produce newsletter

□ Help with artwork for newsletter, flyers

□ Write articles for bulletin or website

□ Help “get the word out” at your school

Sample Invitation Letter

Here is a wonderful example of an invitation letter written by the coordinator of youth ministry to prospective volunteer leaders. You could enclose a copy of your volunteer jobs booklet and/or a recruiting leaders form with a letter like this.

Dear _______________________,

I invite you to one of the most fulfilling and enriching experiences you can have – sharing life with (insert the name of your parish here) teenagers. When I volunteer years ago to do things for our parish teens, I had no idea of the love and joy and enrichment that would become a part of my life. I was nervous that “they wouldn’t like me.” I was afraid that “I wasn’t qualified.” And I wondered, “Why me?”

Well, guess what. I like the teens I met so much I forgot about being nervous over their liking me. I found that “being qualified” had a great deal to do with caring, and listening, and being there and a little to do with knowledge and training. And I still wonder, “Why me?” Why was I so lucky to become part of the lives of some fantastic kids – kids who will walk for hunger, show up to share their struggles and joys with you, work on a Fun Fair to help others, spend time discussing our faith, stand by you when life is hard, help senior citizens move. Kids who will give your life new meaning and new enthusiasm just by who they are. And why me? Why was I so lucky to find so many new friends among the other adults working with teens? (They have enriched my life in immeasurable ways and their friendships mean so much to me.) Why me? Who knows. But when I stop wondering I take time to thank God for the gifts he has given me through (insert the name of your parish here) teens and adults.

Today I invite you to become involved in our (insert they year here) program and discover for yourself a special experience in youth ministry. We have many opportunities for involvement, for example:

For two hours a month you can enjoy and meet the teens by chaperoning on Sunday night “open gym” gathering (6:30pm).

For one special teen party a month you can enjoy the excitement while helping the social committee with food or decorations and chaperoning.

For work at home you can prepare the newsletter for the mail and help the news reach 1,500 teens.

For support on a spiritual and financial level, without meetings or chaperoning, you can become a teen’s sponsor by donating $40 for their leadership camp, praying for them all year, and then joining us at a May dessert party in your honor.

Call me at (insert phone number here) for more information or for countless stories of how our parish teens have enriched our lives. We’d love to have you involved in youth ministry.

You will find a treasure!

Very truly yours,

COMPONENT 3: TRAIN LEADERS

Orient New Leaders

Training leaders involves four major elements: orienting new leaders; diagnosing the learning needs of your leaders; providing pre-service training, in-service training, and continuing enrichment; and developing learning plans for each leader.

First, all new leaders need an orientation to youth ministry, to your parish’s programming, and to their job. This is an opportunity to tell the story of your youth ministry. It provides time to build community among your leaders and to show them how their particular job fits into the broader youth ministry.

Second, you will need to diagnose their learning needs before any training is organized. We will say more about how to do this, but it is important here to emphasize that your training opportunities are developed around the leaders’ learning needs. This means that you can personalize the training. Not everyone requires the same training for their particular job. Many leaders have experience and abilities that you can build on.

Third, locate, plan, and provide opportunities for training. In order to do this you will need to become familiar with the training programs and resources (print and video) within the parish, diocese, local colleges, community agencies, etc. It is important to distinguish between the different types of training the leaders need:

Pre-service training—involves determining the specific knowledge and skills leaders need before they being their ministry. Too often we “front-load” so much training that leaders have a hard time understanding the connection between their job and the training program. When too much initial training is required or provided leaders cannot see progress, immediate results, and some rewards for the time they put into learning. We need to determine only what is essential before leaders being their service and we need to make sure the training is tailored to their leadership role.

In-service training—involves enhancing the knowledge and skills of leaders while they are involved in ministry. The topics for in-service training flow from the actual ministry experience of the leadership. By assessing their performance and the needs for learning, training opportunities can be planned to help leaders become more effective in their ministry.

Continuing Enrichment—involves providing a variety of learning opportunities for leaders to expand and deepen their knowledge and skills. An excellent from of enrichment is retreat and spiritual formation programs.

A key to developing the training component of your leadership system is that you do not have to conduct all the training yourself. It is the responsibility of the coordinator to locate or provide the training opportunities for leaders. View your surrounding community as a learning center that has a variety of resources ready for your use (resource people, existing training programs, print and video resources). The particular learning topics of your leaders are the filters you can use to select resources.

Fourth, you will need to work with each leader to complete a learning plan that clearly states the leader’s learning needs, commitment to learning, and actual learning projects (e.g., participation in a course or workshop, video-based learning, etc.). One way to develop a learning plan is to complete the appropriate section of the job description worksheet, which indicates the need for training. Another way is to use or adapt Worksheet 16: Individual Learning Plan. It is essential that the coordinator and leader agree on a learning plan. This plan becomes the basis for evaluating learning and determining new needs for learning.

Assess Learning Needs

Determining the learning needs of the individuals and of the sponsoring organization is the first step in designing a training program. As fully possible, you should know your audience: their knowledge of the subject; their gender, age, ethnicity; their expectations; their concerns and problems, etc. You should know the needs, expectations, and requirements of the sponsoring organization. For example, some dioceses have policies regarding the knowledge and skills program leaders need. Both sources of information are used in designing the training program.

The Volunteer Leadership System with its job descriptions and leaders application process

provides the information you need to assess learning needs. To diagnose volunteer learning needs, compare the job description requirements with the gifts, talents, and experience the volunteer leader already possess. The gap between the job requirements and volunteer’s background identifies learning needs. This approach does the best job of motivating the learner to participate in a training program because:

It respects the experience and background of the leader

It clearly connects training with job performance (applicability)

It focuses the leader’s participation on what he or she needs to learn (realistic)

It provides a way for the leader to see progress, immediate results, and some rewards for the time they put into learning.

Organization requirements, policies, or training topics provide valuable information for determining the learning needs of leaders. Use this information to construct assessments tools and as a guide for determining pre-service training, and continuing enrichment.

There are a number of techniques for assessing the learning needs of volunteer leaders:

One-on-one Interviews using the job description and volunteer application form as a basis for determining learning outcomes.

Group Discussions with leaders in a particular ministry program or area (e.g., catechists, service leaders, etc.) using the job description for the ministry. In a group setting ask the volunteers to determine individual learning needs and then share these in the group so as to determine a group profile of learning needs.

Questionnaires or Interest Finders that identify a list of knowledge and skills appropriate for a training program. Invite the leaders to assess the importance of each item and then tally the results to determine priority-learning needs. You can use job description and/or organizational expectations for competence, e.g., diocesan guidelines, to help you determine topics for a questionnaire or interest finder.

Be sure to keep the learning needs organized by ministry area or program, e.g., service, retreats, catechesis, confirmation, youth activities, etc.

Translate Learning Needs Into Training Topics

At this point in the process, you have developed a variety of learning needs organized by ministry area or program. Now you will organize these learning needs into Core Topics— topics common to most leaders, and Specialized Topics— topics reflective of a particular ministry or program.

To identify Specialized Topics eliminate Core Topics from your individual Profile of Learning Needs worksheets. For example, catechists need to learn about effective communication and adolescent psychology, nut only they may need to know how to design learning experiences.

Develop Learning Topics to organize the total picture of your training topics. Next to each topic identify whether it is pre-service (P), in-service (I), or continuing enrichment (CE). Determining the differences between pre-service, in-service, and continuous enrichment will help you focus your efforts and probably reduce the amount of up- front training your leaders will need.

PERSONAL GROWTH PLAN

Learning Need(s): _________________________________________________________________________________________________________________________________

You can group several learning needs together if they are compatible.

Learning ideas

What are the some of the ways you can gain or strengthen this skill/understanding?

To improve this skill or understanding I could:

Learning Strategy

What are the some of the ways you can gain or strengthen this skill or understanding? Which of the above listed ideas will help you best improve your ability? Which one(s) sound most “do-able” Which can be implemented within the time and resources you have available

I will:

Learning Formant Resource(s) Timing

Evaluation

How will I know I’ve accomplished my learning project?

I’ll know when I…

Coordinator’s Signature Volunteer Leader Signature

____________________________ _____________________________

Component 4: Supervise and Support Leaders

To keep effective leaders motivated and active in your youth ministry, you need to develop a plan for supporting them. By developing the supervision and support functions of your leader development system, you will be working on these crucial issues. Supervision and support may be the two most overlooked elements in a parish youth ministry leader development system. Too often, coordinators forget these most important elements of a leadership system and wonder why they have a hard time retaining their leaders. A plan for support is essential for the successful operation of a leadership system. The time invested in supporting leaders reaps immense benefits.

Authorize leaders to begin service

Leaders need a formal way to begin their ministry with youth. You can authorize the beginning of their service through a formal worship service. For example, Catechist Sunday has become a formal time at Sunday worship to authorize the ministry of the catechists. This formal commissioning serves to authorize leaders for their ministry. In a public way these leaders are recognized by the community and blessed.

A commissioning ritual can prayerful recognize and celebrate the dedicated service of its youth ministry leader(s) and staff. In handing over a commission to persons who will serve adolescents, the faith community is in a sense authorizing their efforts, asking the ministers to reach out to youth on behalf of the whole community. One who is commissioned is presumed to be ready to begin (or to carry in with) some form of service. To him or her, a special mission or task is entrusted.

A commissioning rite helps the local community recognize and authorize its youth ministry staff. Such rites often occur these days, within the scope of a Sunday liturgy, toward the beginning of an academic year. Yet they are likewise tailored to various liturgies of the Word, and other prayerful celebrations, held outside the scope of Sunday Mas

Develop relationships between leaders and supervisors

For each leader designate a supervisor- someone who will support and guide the leader in ways that will help him or her to improve in leadership. Help leader and supervisor develop an initial agreement regarding their relationship and responsibilities. They should plan to communicate regularly, openly, and with mutual trust. The supervisor may be the coordinator of youth ministry, a youth ministry team member, or a member of the parish staff. (The DRE may supervise the catechists in the youth ministry program.)

Be aware of the fact that new volunteers need and appreciate direction regarding their work. When they gain knowledge and motivation, these tasks can be more easily delegated to them. Also, volunteers need the right amount of relationship support– not too much early on, high relational support as they get in to the swing of things, and less relational support when they are seasoned volunteers and can handle delegation.

Engage leaders in support- guidance groups

In addition, help each leader participate in a group that supports and guides him or her as a person and a leader. This may involve gathering adult leaders in the youth ministry or in a particular program to share their experiences, reflect on what they are learning, and ask the group for guidance. Many youth ministry leaders schedule these meetings into the calendar for the year, making it a regular part of the job description and commitment. Oftentimes the adult support group meets in lieu of the regular youth program. Many times these support-guidance groups become occasions for shared prayer and reflection on the Scriptures and Christian tradition. At other times they become adult education groups seeking to explore more deeply questions of theology and spirituality.

Some distinctions between the different goals of support groups can be helpful to people who are planning to start or join in such a group.

Above all, it is important to clarify whether the members of the support group are expecting a personal growth experience, or a professional ministry focus on issues and skills. While all successful groups have a human side that meets personal needs, support groups function best if everyone agrees that the primary goals will be related to ministry (or the professional field of interest to the group). This is vita because most groups cannot fulfill both agendas simultaneously, and competing expectations can create tension and drain energy.

The immediate goal of a support group is learning and encouragement for its members, which can fall into three broad categories: New Ideas– Stimulation, challenge, and the exchange of insights or information result from the dialogue of colleagues. Concrete help– Working together to solve problems gives members a chance to try out new methods, skills, and suggestions. Personal support– The support group is safe place for members to share disappointments or successes so that they can feel linked to their peers with confidence and enthusiasm.

As a long-range goal, support groups have the purpose of improving the quality of youth ministry. Because these groups continue, past and future members have a network of associates to contact for greater effectiveness in their field. Over time, the development of support groups should enhance the commitment and quality of persons dedicated to ministry.

Provide the information and resources which leaders need

Though each leader’s supervision, supply whatever standard and optional resources and other information the leader needs. In addition, provide a library or learning resource center. Such a center should have resources for both the personal and spiritual growth of the leaders and for conducting their ministry. Resources should include books, periodicals of interest and importance, youth resource materials (e.g., texts and youth resource manuals), cassette programs, and video resources.

Gather information about and evaluate leaders’ work

Each leader and supervisor gathers information about the leader’s work through observation, consultation, group discussion, instruments, or other means. On this basis they weigh the leader’s actual performance against the goals of the program and the criteria of the job description. (You may also keep a cumulative record of each leader’s training involvement and evaluation.) Supervisory sessions ought to be scheduled on a regular predictable) basis and should be agreed upon by all involved at the time of hiring. This is an opportunity to review with volunteers the effectiveness of their planning and implementation of their ministries. To prepare for a supervisory session:

Set an appointment with the volunteer leader.
Have the volunteer complete Worksheet 19 or your own evaluation form.
Review the responses face-to-face with the volunteer, asking any questions or making any comments necessary. (If all volunteers complete the form, you might wish to compile the results to obtain and publish a group profile of responses.

If a Person’s Best Efforts are Wanted

They need to know what is going to happen to them as persons, what will be expected of them, how they will contribute and how this contribution will fit into the group, and what, if any, are the limitations of their actions.
They need a sense of belongings in the organization, a feeling that no one objects to their presence; a feeling that they are sincerely welcome; a feeling that they are honestly needed for their total self, not just for their hands, body; a feeling that they are expected to carry purposes forward as reflected by formation, orientation, and education.
They need to have a share in planning the group goals in a general climate of freedom. (Their needs will be satisfied only when they feel that their ideas have had a fair hearing.)
They need to feel that the goals are within reach, and make sense to them.
They need to feel that what they are doing does contribute to the welfare of people- that it extends in purpose beyond the group itself.
They need to share in making the rules of the group, the rules by which together the group shall live and work toward their goals.
They need to know in some clear detail just what is expected of them so that they can work confidently.
They need to have responsibilities delegated to them that challenge, that are within range of their abilities, and that contribute toward reaching the group goals.
They need to see that progress is being made toward the goal that the group has set.
They need to have confidence in the leadership of the group. This confidence will be based finally upon their assurance of consistent fair treatment from the person in charge of the group, of recognition when it is due, and trust that loyalty will bring an increased measure of security.
They need at any given time to conclude: “This situation makes sense to me.”[clear-line]

20 Practical Suggestions for Supporting Volunteer Leaders

Acknowledge verbally your staff members’ hard worked and accomplishments before the whole parish or school, the youth in your community, and parish leaders.
Print a list of volunteers and other staff in the community’s bulletins and newsletters; distribute it to parents and other parishioners.
Send birthday, special occasion, and feast day cards.
Call each on the phone now and then-fill listeners in on good news about how they have positively affected someone’s life.
Hold a recognition dinner; award staff with certificates, honors, mementos.
Provide childcare for those staff members who will need it during their time of service.
Send personal notes of appreciation.
When one or more handles a difficult situation well, praise all involved; ask them to share with other staff how they dealt with the matter.
Have the pastor and /or the head of the community’s youth ministry committee write a letter expressing deep appreciation.
Provide an annual retreat for the adult staff (leave the youth group home).
Pray with them frequently, especially in periodic worship services which support them as a Christian service team.
Develop an occasional, newsworthy article about your staff members for the local newspapers.
Celebrate their service through a party.
Allow some time just to talk things over with staff members individually; deal with problems or make small talk; but recognize and appreciate always, build relationships.
Pay all fees for them to attend workshops, seminars, courses, etc.
Develop a monthly and annual recognition (e.g. Volunteer of the Month, Staff Member of the Year).
Plan an annual family-outing day for the whole staff.
Make yourself (or other leaders) available for conferences with staff members.
Communicate by note or phone with each staff member’s spouse (or family); indicate the great job the staff person is doing and how gratefully the parish/school community is that the spouse (or family) stands in support of the staff member’s service.
Make the site of the volunteer’s work as pleasant and hospitable as feasible.

A Guide to Empowering Young People to be Leaders

15 Steps to Empowerment

Help the young person develop their relationship with Christ.
Discover a young person’s gifts and strengths.
Affirm a young person’s gifts and strengths.
Challenge them to reflect on why they want to be in a leadership position.
Help the young person find a role in the ministry that matches their gifts and strengths.
Define the role of the young person very clearly.
Do not give a young person an adult role.
Be sure that the young person sees one of their primary roles as being a good participant.
Discuss with them the concept of working as a team.
Be sure training is provided for any task that a young person is asked to do, and be sure some type of experience is available for them to try out new skills in a safe and supportive environment.
Be very appreciative of their work and very sensitive to their needs.
A young person should generally not be a team leader if they are new to the group.
Expect young leaders to be dedicated and committed.
Expect young people to experience failure from time to time, and allow them to learn from those experiences.
Pray with the young person.

Steps for Peer Leadership

Guiding young people to greater ministry responsibilities

Physical Responsibilities: while these are not glamorous jobs, they are a place to start and can help youth discover their gifts and strengths. Young people that are responsible with small tasks are able to be responsible with bigger tasks. An example would be a youth that has great computer skills; use that youth to create flyers, work on the website, newsletters, etc…They will become better leaders through this work. Other examples might be…

-serving refreshments

-setting up meeting spaces

-handling registration for an event

-handing out song sheets

Program Responsibilities: these are positions that do not involve leading other youth or giving guidance. This can begin as soon as we have recognized specific gifts and strengths in a youth. An example would be a youth that leads the group in song because they have talent in signing and/or playing an instrument. Other examples might be…

-participation in skits

-doing youth night announcements

-lectoring at Liturgy

-leading community building exercises

People Responsibilities: these responsibilities require some maturity – both socially and spiritually. These are duties that put youth into positions that deal with the care of other people. An example would be a youth that is in charge of welcoming newcomers, both at youth ministry programs/events and following up with those individuals (calling on special days, sending cards or emails, calling if someone missed an activity, etc…) Other examples might be…

-inviting other youth to activities and events

-leadership positions

-evangelization to other youth

Spiritual Responsibilities: these responsibilities require maturity, knowledge, commitment to continual growth and an understanding of our faith. An example might be a small group leader on retreats or a youth night. Other examples might be…

-leading catechetical sessions

-crisis peer ministry

-giving talks or reflections

-creating materials to be used in programs

Evaluation of a Volunteer Ministry

Name: ________________________________Telephone:_________________

Name of ministry position: _______________

Term of position: from_____ to _____

This ministry position has been satisfying for me because:

The major frustrations in this ministry position have been:

I used the following skills in this ministry position:

The training I received for this position included:

I felt supported in this position in the following ways:

I received these resources which assisted me in this position:

I would have been able to do this ministry better if:

The highlights of this ministry for me have been:

The accomplishments achieved through this ministry include:

A person following me in this position needs to know:

Please rate each of the following as they enabled you to do this ministry effectively and faithfully by circling the appropriate response:

1 = inadequate, 2 = average, 3 = outstanding

The way in which the position was interpreted and explained to me before I began 1 2 3

Opportunity to contribute to program planning…….…………………….. 1 2 3

Satisfaction with the program plan we are following……………………….1 2 3

Accuracy of your job description………………………………..…………..1 2 3

Quality of the orientation to the youth ministry and its goals………………1 2 3

Does your volunteer job really involve your talents and satisfy your reasons for volunteering? ……………………………………………………………………1 2 3

Quality and extent of training before you began……………………………1 2 3

Quality and extent of in-service training……………………………………..1 2 3

Quality and extent of support you receive……………………………………1 2 3

Quality of the supervision and feedback you receive on your job……………1 2 3

Opportunity to express your opinions on how our program is going……..1 2 3

Degree to which your volunteer work is recognized and properly appreciated 1 2 3

The challenge and responsibility I feel in doing my job………………………1 2 3

Specific volunteer ministry opportunities I would like to explore in the future:

Factors in my situation that would influence my next volunteer ministry position:

(This evaluation instrument gives you the opportunity to assess how well your volunteer leadership system is working.)

IDEAS for Youth Ministry Helpers

Outreach
Social Media
Fundraisers
Training coordinator
Counselor
Keep track of details, Virtus, permission slips
After-school Program
Prayer team
Curriculum Coordinator
Technology Coordinator

Resources:

Youth Ministry PowerPoint