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430-19GSa MAKING DISCIPLES – CHURCH MANUAL ADDITION
RECOMMENDED, To add a new chapter to the Church Manual, Chapter 6, Making Disciples, following Chapter 5, Organizing, Uniting, and Dissolving Churches and Companies, on page 43, to read as follows:
Making Disciples
Making disciples is a continuous process by which a person becomes a disciple of Jesus Christ, matures as His disciple, and makes more disciples. Baptism is an essential part of the discipleship process, but it is not the end result of that process.
Seventh-day Adventists accept with honor and humility the command of Jesus contained in the Gospel Commission to “go therefore and make disciples of all the nations” (Matt. 28:19). We are to obey this Commission, as we live in these last days, within the context of the Three Angels’ Messages (Rev. 14:6-12).
The Gospel Commission’s main emphasis to “make disciples” contains three parts:
1. “Go therefore” is more literally translated as “going therefore.” Making disciples should be our way of life. We are to make disciples “as we are going” about our lives in our homes, our work, our schools, and in our everyday interactions with others. We are to make disciples of every nation, tribe, tongue, and people. The goal of witnessing and evangelism is disciple-making.
2. “Baptizing them in the name of the Father and of the Son and of the Holy Spirit,” is not the end goal but an important part in the process of discipleship as people acknowledge Jesus Christ as their Lord and Savior, become part of His church, and commit to making more disciples. Disciples are baptized into Christ’s body, the church. Their commitment to obey Christ in making disciples should be demonstrated before baptism.
3. “Teaching them to observe all things that I have commanded you,” indicates that teaching is a vital and ongoing experience of maturing in the experience of discipleship. “Teaching” should take place before and after baptism.
Making disciples is a continuous process with its purpose being grown “in the grace and knowledge of our Lord and Savior Jesus Christ” (2 Peter 3:18) into Christian maturity and multiplication of disciples.
Growing as a disciple and making disciples to prepare them for the second coming of Jesus, is not optional; it is the essence of our last-day commission as Seventh-day Adventists. Genuine discipleship only happens as a result of the amazing grace of Jesus Christ. We can take comfort that all authority in heaven and on earth has been given to Him, and He promises to be with us to the end of the world (Matt. 28:18, 20). Further, He promises us the Holy Spirit as our Teacher, Guide, and Power (John 16:7-16; Luke 24:46-49; Acts 1:4, 5, 8; 2:37-39).
What is a Disciple?
In Jesus’ time, disciples were followers whose instruction was wholistic and comprehensive. The disciples of Jesus spent so much time with Him that they received His teachings and learned valuable lifestyle lessons. A disciple is one whose choices, decisions, and worldview are being transformed by the Holy Spirit through the Word of God.
Christian disciples pattern their faith, character, and mission after the faith, character, and mission of their Teacher, Jesus. A disciple is one who has made a commitment to follow Christ and bring their life under the Lordship of Christ.
A disciple is a person who is becoming more like Jesus Christ in every way (Eph. 4:15). The process of disciple-making is a continuous process. It also entails teaching new believers how to bring their lives into conformity with the Word of God through various programs such as mentoring, small group ministries, Bible studies, service, etc.
1. Thus, discipleship impacts every area of our lives: our beliefs, character, lifestyle, relationships, work, entertainment, finances, health, witness, and our burden to see others in God’s kingdom.
2. “Is becoming” indicates that discipleship is an ongoing activity of following Jesus.
3. “More like Jesus Christ” means that Christ is our Savior and Lord and the only perfect example for us to follow.
Growth of a Disciple
The discipleship journey starts when one takes the first steps toward Jesus (see John 1:35-2:2). Abiding in Him daily and following His Word, one can continue to grow in Christlikeness. Some of the key areas in which Scripture indicates disciples must mature in personal development, as well as part of a community of believers, are listed below:
1. Worship/Personal Devotion: “You shall love the LORD your God with all your heart and with all your soul and with all your mind” (Matt. 22:37 ESV). Worship is our response to God’s initiating work in our lives. True worship is not focused on us but on God (Ps. 150:6; John 4:23; Rev. 14:7).
“We need to cherish and cultivate a spirit of true worship, a spirit of devotion upon the Lord’s holy, sanctified day. We should assemble together believing that we shall receive comfort and hope, light and peace from Jesus Christ.”—FLB 35.
“Personal religion will reveal itself in bearing good fruit, sanctification is not the work of a day, but a lifetime. . . .There should be in the heart of everyone grace which can bloom in the garden of God. Selfishness will cut out every precious likeness of Christ, will expel humility and self-denial and devotion.” —PM 91.
2. Ministry to Others: “You shall love your neighbor as yourself” (Matt. 22:39 ESV). Every disciple is called and gifted by God for the benefit of the church and to take the gospel message to the world (1 Peter 2:9; 4:10).
“[The disciples’] office was the most important to which human beings had ever been called, second only to that of Christ Himself. They were to be workers together with God for the saving of men.”—AA 19.
3. Witnessing/Need-Based Evangelism: “Go therefore and make disciples of all nations . . . .” (Matt. 28:19 ESV). Witness and evangelism happen best when following Christ’s method of ministry to the whole person.
“Christ’s method alone will give true success in reaching the people. The Saviour mingled with men as one who desired their good. He showed His sympathy for them, ministered to their needs, and won their confidence. Then He bade them, ‘Follow Me.’”—MH 143.
4. Obedience: “. . . . teaching them to observe all that I have commanded you” (Matt. 28:20 ESV). A primary indication of true discipleship is faithfulness to Christ and His Word and submission to Him as our Lord. Jesus said, “If you love Me, you will keep My commandments” (John 14:15 ESV).
“Obedience—the service and allegiance of love—is the true sign of discipleship. Thus the Scripture says, ‘This is the love of God, that we keep His commandments’”—SC 60.
A faithful disciple is one who recognizes the Shepherd’s voice and continually seeks
to learn in order to obey more completely. Reflecting Christ’s character and laboring for the enlargement of His kingdom is to be our overriding passion. This includes growth in character, stewardship and service (Eph. 4:13-15; Rom. 8:29; 2 Cor. 3:17, 18; 1 John 3:2).
5. Community/Outreach: “. . . . baptizing them in the name of the Father and of the Son and of the Holy Spirit” (Matt. 28:19 ESV). True discipleship only happens within a community that is built on the foundation of Jesus Christ and His Word, where worship, ministry, evangelism, and obedience are given the highest priority (Rev. 14:6-12).
“Let small companies assemble in the evening, at noon, or in the early morning to study the Bible. Let them have a season of prayer, that they may be strengthened, enlightened, and sanctified by the Holy Spirit. This work Christ wants to have done in the heart of every worker. If you yourselves will open the door to receive it, a great blessing will come to you. Angels of God will be in your assembly. You will feed upon the leaves of the tree of life. What testimonies you may bear of the loving acquaintance made with your fellow workers in these precious seasons when seeking the blessing of God.”—7T 195.
Practical Steps
The grace of Jesus Christ is not cheap. It cost Him His life. Anyone who accepts Jesus Christ as both Lord and Savior needs to know that being His disciple also comes at a cost. “Whoever wants to be my disciple must deny themselves and take up their cross and follow me” (Mark 8:34, NIV).
Disciples grow Christlike in character amid the routines of day-to-day life. Through the intentional practices of daily Bible study, prayer, service, and mission, we grow ever deeper in our discipleship commitment. A fully committed disciple continually “walks” with Christ, being with Him, modeling one’s life after Him, and obeying Him in one’s ordinary daily activities.
The work of making disciples is ongoing. “The Saviour’s commission to the disciples included all the believers. It includes all believers in Christ to the end of time.”—DA 822. Therefore, patterning one’s life after Jesus’ example is a personal responsibility as well as a teaching responsibility that every church member owes to those who are young in the faith. Church membership and even church activity by themselves are insufficient. Ongoing personal growth as a disciple is necessary to have an impactful and lasting relationship with God.
Love, The Defining Mark of a Disciple
Loving others as God loves us, which is intimately connected to unity, is the ultimate indication of true discipleship. “By this all people will know that you are my disciples, if you have love one for another” (John 13:35, ESV).
“Christ has given us a pattern in his own example. He would bind his followers to one another and to himself. Their oneness with Christ makes them love one another, for love is the sure fruit of unity with Christ. Christ declared that their love for one another was a sure badge of their discipleship”—Ms 51, 1894.
True love for Jesus means more than His disciples loving each other; they must share God’s love with others. If we love God, we will obey his command to “Go therefore and make disciples of all the nations. . . . ” (Matt. 28:19).
God’s love is the defining mark of a disciple because in love all other characteristics of discipleship are complete. Christ “mentioned only one condition of discipleship and service. ‘Lovest thou Me?’ He said. This is the essential qualification”—DA 815. “The love of Christ is not a fitful feeling, but a living principle, which is to be made manifest as an abiding power in the heart. . .”—RC 345.
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430-19Gb DISCIPLESHIP (CHURCH BOARD AND ITS
MEETINGS) – CHURCH MANUAL AMENDMENT
RECOMMENDED, To amend the Church Manual, Chapter 10, Services and Other Meetings, page 130, Discipleship, to read as follows:
Making Disciples—The mission of the Church is to make disciples of Jesus Christ, who live as His loving witnesses and proclaim to all people the everlasting gospel of the Three Angels’ Messages in preparation for His soon return (Matt. 28:18-20, Acts 1:8, Rev. 14:6-12). The purpose of the Church as the body of Christ is to intentionally make disciples so that they continue in an active and fruitful relationship with Christ and His Church. Discipleship—The purpose of the Church as the body of Christ is to intentionally disciple members, so that they continue in an active and fruitful relationship with Christ and His Church.
Discipleship Disciple-making is based on an ongoing, lifelong relationship with Jesus. The believer commits to “abiding in Christ” (John 15:8), to being trained for fruitful discipleship by sharing Jesus with others, as well as to leading other members to also be faithful disciples.
The Church, individually and collectively, shares responsibility for ensuring that every church member remains part of the body of Christ.
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442-19GS CHURCH BOARD CANNOT GRANT LETTERS – CHURCH MANUALAMENDMENT
RECOMMENDED, To amend the Church Manual, Chapter 6, Membership, page 54, Church Board Cannot Grant Letters, to read as follows:
Church Board Cannot Grant Letters—A board has no authority to vote letters of transfer or to receive members by letter. The board’s authority is limited to making recommendations to the church. Action on all transfers of membership, favorable or otherwise, must be taken by the church. (See pp. 51, 52.) The clerk has no authority to remove names from or add names to the membership record except by vote of the church, unless a member requests in writing to be removed from church membership, in which case the church board must act on the request. The church may be informed of the member’s request, but no discussion will take place. Efforts should be made to restore the individual to the church family. When a member dies, the clerk records the date of death in the membership record, and no action by the church is necessary.
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434-19GS FUNDAMENTAL RIGHTS OF THE MEMBERS – CHURCH MANUALAMENDMENT
RECOMMENDED, To amend the Church Manual, Chapter 7, Discipline, page 65, Fundamental Rights of the Members, to read as follows:
Fundamental Rights of the Members—Members have a fundamental right to prior notification of the disciplinary meeting meetings (See p. 128.) and the right to be heard in their own defense, introduce evidence, and produce witnesses. No church should vote to discipline a member under circumstances that deprive the member of these rights. Written notice must be given at least two weeks before the meeting church board meeting and two weeks before the business meeting and include the reasons for the disciplinary hearing.
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409-19GSa ORDINATION OF ELDERS – CHURCH MANUAL
AMENDMENT
RECOMMENDED, To amend the Church Manual, Chapter 8, Local Church Officers and Organizations, page 73, Ordination of Elders, to read as follows:
Ordination of Elders—Election to the office of elder does not in itself qualify one as an elder. Ordination is required before an elder has authority to function. When a church in a business meeting votes the election of new elders, it also authorizes their ordination. Between election and ordination, the elected elder may function as church leader but not administer the ordinances of the church.
The ordination service is performed only by an ordained pastor currently credentialed by the conference. As a courtesy, a visiting ordained pastor may be invited to assist. However, only on the specific request of conference officers would a visiting ordained pastor or a retired ordained pastor conduct the ordination.
The sacred rite of ordination should be simply performed in the presence of the church and may include a brief outline of the office of elder, the qualities required, and the principal duties the elder will be authorized to perform. After the exhortation, the ordained pastor, assisted by other ordained pastors and/or local elders who are participating in the service, will ordain the elders by prayer and the laying on of hands. (See p. 37.)
Once ordained, elders need not be ordained again if reelected, or upon election as elders of other churches, provided they have maintained regular membership status. They are also qualified to the deaconate. serve as deacons.
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443-19GS RELATIONSHIP TO THE PASTOR (ELDERS) – CHURCH MANUAL AMENDMENT
RECOMMENDED, To amend the Church Manual, Chapter 8, Local Church Officers and Organizations, pages 73 and 74, Relationship to the Pastor (Elders), to read as follows:
Relationship to the Pastor—If the conference committee assigns a pastor or pastors to the congregation, the pastor, or senior pastor if more than one, should be considered the ranking officer and the local elders as assistants. Since their work is closely related, they should work together harmoniously. The pastor should not assume all lines of responsibility,responsibility but should share these with the elders and other officers. The pastor regularly serving the church acts as the chairperson of the board. (See pp. 32, 131.) There may be circumstances, however, when it would be advisable for an elder to act as chairperson, with the approval of the pastor or, if the church is without a pastor, the conference president.chairperson. The pastoral work of the church should be shared by the pastor and the elders. In counsel with the pastor, the elders should visit members, minister to the sick, foster prayer ministries, arrange or lead out in anointing services and child dedications, encourage the disheartened, and assist in other pastoral responsibilities. As undershepherds, elders should exercise constant vigilance over the flock.
If the pastor is a licensed minister, the church or churches served should elect the pastor as an elder. (See p. 33.)
Because the pastor is appointed to the position in the church by the conference, the pastor serves the church as a conference employee, is responsible to the conference committee, and maintains a sympathetic and cooperative relation to and works in harmony with all the plans and policies of the local church. Elders, who are elected by the church, are responsible to that body and to its board. (See below.)
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435-19GS TO FOSTER BIBLE STUDY, PRAYER, AND A RELATIONSHIP WITH JESUS (ELDERS) – CHURCH MANUAL AMENDMENT
RECOMMENDED, To amend the Church Manual, Chapter 8, Local Church Officers and Organizations, page 75, To Foster Bible Study, Prayer, and a Relationship with Jesus (Elders), to read as follows:
To Foster Bible Study, Prayer, Nurture, and Spiritual Growth of Members—As and a Relationship With Jesus—Asspiritual leaders, elders are responsible for encouraging members to develop a personal relationship with Jesus by strengthening their habits of personal Bible study and prayer. Elders should model a commitment to Bible study and prayer and should support all ministries and promote programs of the local church and the local conference. They should also be committed to nurture and to inspire the spiritual growth of church members. prayer. An effective personal prayer life of every member, supporting all ministries and programs of the local church, and the local conference, will enhance the church’s mission. Elders may ask the board to appoint a council to assist in this role of development and encouragement.
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439-19Gc ORGANIZING A COMPANY – CHURCH MANUAL AMENDMENT
RECOMMENDED, To amend the Church Manual, Chapter 5, Organizing, Uniting, and Dissolving Churches and Companies, pages 37 and 38, Organizing a Company, to read as follows:
Organizing a Company
Where a number of isolated believers reside near one another or where they belong to a small group, house church, or church planting core group, they should consider forming a company of believers for fellowship, worship, and mission with the objective of growing into an organized church or multiplying house churches in that geographical area.
Company status is approved by vote of the conference committee, which, should it become necessary, may subsequently dissolve the company. The division and/or conference should have written guidelines for organizing companies within its territory.
Church members who are part of small groups or house groups may form the nucleus of a new company. Membership of all those who want to be part of a company should be held in either the conference church or a local church (mother church). If membership for those who want to be part of a company is to be held in the conference church, the conference committee will vote their membership transfers to the conference church and indicate that they are part of the new company.
When the conference committee approves establishment of a company, a leadership team should be appointed, including a leader, a clerk, and a treasurer. The appointment should be carried out by the district pastor, or other pastor appointed by the conference committee, in counsel with the group being established as a company.
All other company appointments should be made by vote of those who are part of the group that is forming the company. The district pastor or other person authorized by the conference committee shall preside at such a meeting. Only members of the Seventh-day Adventist Church in regular standing shall be appointed.
The leader of a company shall not be ordained to that office and does not have the authority to perform those functions that are vested in an elder of a church. However, where exceptional circumstances warrant, the conference committee may appoint a person of church experience and leadership ability to serve as elder of the company.
Since ordination does not take place in companies, deacons and deaconesses should not be elected, but men and women should be voted in the local congregation as “company assistants.” Their duties will be similar to those performed by the deacons and deaconesses of organized churches where activities do not require ordination. (See p. 79.)
The clerk of the company shall keep record of all activities and meetings of the company and shall send regular statistical reports to the mother church or the conference executive secretary. These reports should include statistics on attendance and activities of the company, including outreach ministries conducted during the week or on Sabbath.
The treasurer of the company shall keep record of all money received and disbursed and shall send promptly, at the time established by the conference, all tithes and offerings, other than funds collected for local purposes, to the conference treasurer, who also is treasurer of the conference church.
If the members of an organized company are members of the conference church, the company does not possess the right to administer discipline or transfer or receive members. All such matters must be referred to the conference committee, which constitutes the board of the conference church. The conference president is the elder of the conference church.
If the conference organizes a company through a neighboring mother church instead of through the conference church, the functions listed above (such as reporting and membership) would be cared for by/through the mother church.
Since a company should want to grow and eventually be recognized as a church, its leadership should prepare members for church status by promoting all activities generally carried on by a church.
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431-19GSa ADVENTIST POSSIBILITY MINISTRIES – CHURCH MANUAL ADDITION
RECOMMENDED, To add a new section, Adventist Possibility Ministries, to the Church Manual, Chapter 8, Local Church Officers and Organizations, following Departments and Other Organizations, on page 87, to read as follows:
Adventist Possibility Ministries
The Adventist Possibility Ministries initiative was established to extend the compassionate and inclusive ministry of Jesus and seeks to inspire, equip, and mobilize those with special needs and those who are deaf. These opportunities are defined as deafness, blindness, physical mobility limitations, and mental/social development. It also includes ministry for orphans and vulnerable children, widows and widowers, and caregivers. The goal is to foster understanding with the exploration of ministry possibilities for those with special needs and the Deaf.
All are in search of wholeness. All are gifted, needed, and treasured. All are created in the image of God with an inherent dignity regardless of any limitation they may have. This global initiative encompasses a ministry for those with special needs and the Deaf, along with seeking opportunities to minister with them. While some disadvantages may be present, greater emphasis is placed upon their possibilities. This educational mission of the Church strategically gives focus to three main values: awareness of needs; acceptance of the individuals who are deaf or who have special needs; and the development of specific action plans to be implemented to provide opportunities for these individuals to find purpose and fulfillment in life and ministry.
The following statement by Ellen G. White underscores the importance of this work, “I saw that it is in the providence of God that widows and orphans, the blind, the Deaf, the lame, and persons afflicted in a variety of ways, have been placed in close Christian relationship to His church; it is to prove His people and develop their true character. Angels of God are watching to see how we treat these persons who need our sympathy, love, and disinterested benevolence. This is God’s test of our character.”—3T 511.
The Deaf as a Unique Culture—The Deaf are internationally recognized as having their own set of social beliefs, behaviors, art, history, literary traditions, values, and languages just as other cultures. While they are often considered as having “special needs,” the Church recognizes their deafness as more of a cultural characteristic than of a disability.
Adventist Possibility Ministries Leader—It is recommended that the board appoint a local possibility ministries leader. While it is preferable for the leader to have direct experience or education with possibility ministries, it is not mandatory. It is best if the leadership for this ministry is chosen from within the groups they represent. While working together with other leaders, it is critical that planning be done by the groups themselves. This is done so they may serve God and community as expressed in the mission statement of the Seventh-day Adventist Church. It is imperative for the leader to be compassionate, and to serve with an approach that fosters empowerment and participation.
Adventist Possibility Ministries Committee—The church board should establish a committee for possibility ministries to encourage members with special needs and to learn how to effectively communicate with them. It should create witnessing programs, recommend how to make church facilities more accessible, help solve transportation programs, and recommend ways to assist in the discovery of roles or ministries that bring a sense of meaning and fulfillment. The committee is chaired by the possibility ministries leader(s). If not serving as the chairperson, the pastor should be an ex officio member.
Resources—For possibility ministries resources, see Notes #9, pp. 175.
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431-19GSb MINISTRY TO PEOPLE WITH DISABILITIES – CHURCH MANUAL DELETION
RATIONALE: A new section on Adventist Possibility Ministries is being added resulting in this section being deleted.
RECOMMENDED, To delete from the Church Manual the section, Ministry to People with Disabilities, Chapter 8, Local Church Officers and Organizations, page 102, which reads as follows:
Ministry to People With Disabilities—This ministry functions under the personal ministries council and develops programs for members and others with disabilities. It should create witnessing programs, recommend how to make church facilities more accessible, help solve transportation problems, and recommend ways to involve members with disabilities. The coordinator of Ministry to People With Disabilities serves as a liaison with organizations providing services for people with disabilities, such as Christian Record Services, and promotes Christian Record Services programs.
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432-19GN ADVENTIST POSSIBILITY MINISTRIES RESOURCES – CHURCH MANUALNOTES ADDITION
VOTED, To add a new section to the Church Manual, Chapter 8, Local Church Officers and Organizations, Notes, page 174, #12, to read as follows:
12. Adventist Possibility Ministries Resources (see p. 95)—For further information regarding the seven categories of this ministry or to access resources, visit www.specialneeds.adventist.org.
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428-19GS BUSINESS MEETINGS – CHURCH MANUAL AMENDMENT
RECOMMENDED, To amend the Church Manual, Chapter 10, Services and Other Meetings, page 128, Business Meetings, to read as follows:
The local church operates within defined roles in Seventh-day Adventist Church structure. Within the context of those roles, the business meeting is the constituency meeting of the local church. (See p. 27) Members in regular standing are encouraged to attend and are entitled to vote. A member under censure has no right to participate by voice or vote.
Business meetings shall be held at least once a year. The pastor, or the board in consultation with and support of the pastor, calls the meeting. Business meetings should be typically are announced a week or two in advance at the regular Sabbath worship service, with detail as to time and place. The pastor, an elder arranged chosen by the pastor, or, in some cases, the conference president, or his designee, serves as chairperson of the business meeting.
Each church decides what the quorum will be for future meetings.
Votes by proxy or letter are not permitted.
Major items should be decided at a regular or specially called business meeting.
The business meeting has authority over the board and may delegate responsibilities to the board in addition to those already assigned by the Church Manual. (See pp. 129-132.)
The business meeting agenda should include reports about the work of the church. At least once a year the agenda should include reports covering church activities. Based on those reports, a proposed plan of action for the next year, including an annual budget, should be presented for approval. When possible, reports and plans for the next year should be presented in writing. (See Notes, #7, pp. 183, 184.)
In order to maintain a spirit of cooperation between the church and conference, the church shall secure counsel from conference officers on all major matters.
Conference and union officers (president, secretary, treasurer) or their designee may attend without vote (unless granted by the church) any business meeting of any church in their territory. An action to allow voting is not required if the officer is currently a member of that congregation.
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436-19GS MEMBERSHIP (CHURCH BOARD AND ITS MEETINGS) – CHURCH MANUALAMENDMENT
RECOMMENDED, To amend the Church Manual, Chapter 10, Services and Other Meetings, pages 130 and 131, Membership (Church Board and Its Meetings), to read as follows:
Membership—The board is elected by the members at the time of the regular election officers. (See pp. 71, 72.) In addition to conference‑appointed pastors, the church should elect a representative board that includes the following officers:
Elders
Head deacon
Head deaconess
Treasurer
Clerk
Interest coordinator
Adventist Community Services leader or Dorcas Society leader
Adventist Men’s coordinator
Adventist Possibility Ministries leader
Adventist Youth Ministries leader
Adventurer Club director
Ambassador Club leader
Bible school coordinator
Children’s ministries leader
Church music coordinator
Communication committee chairperson or communication secretary
Education secretary/church school principal or head teacher
Family ministries leader
Health ministries leader
Home and School Association leader
Pathfinder Club director
Personal ministries leader and secretary
Public Campus Ministries leader/coordinator
Publishing ministries coordinator
Religious liberty leader
Sabbath School superintendent
Stewardship ministries leader
Women’s ministries leader
Young adults leader
In some cases, depending on the size of the membership, the board may not include all of this list or may add additional members. The pastor appointed by the conference to serve the church always is a member of the board.
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438-19GSa NOMINATING COMMITTEE AND THE ELECTION PROCESS – CHURCH MANUAL AMENDMENT
RECOMMENDED, To amend the Church Manual, Chapter 9, Elections, pages 110-113, Nominating Committee and the Election Process, to read as follows:
Nominating Committee and the Election Process
Officers are elected every one or two years (see p. 72) through an appointed nominating committee. In exceptional circumstances, and in consultation with the conference, the term of office may be extended an additional year. This committee brings its report to the church, which then votes on the names presented. This procedure enables the church to give careful study to each name prior to election and avoids the competitive element that may arise when nominations are made from the floor.
The nominating committee shall study the needs of the church and inquire into the fitness of members to serve in the different offices. This is another reason officers shall not be nominated from the floor or by general ballot.
The church may decide based on its needs that it would be best served with a standing nominating committee. As such, it may appoint such a committee which would function year-round to make nominations for vacancies or to fill regular positions identified in the Church Manual.
The size of the nominating committee will range from five members in a small church to a larger number in a large church. The number to be chosen is left to the discretion of each church and should be studied by the board. A suitable recommendation then will be brought to the church, using a minimum of time in the Sabbath worship hour.
Quorum—The quorum for the nominating committee may be determined by the church at the same time the committee is elected (See pp. 128, 131.)
When and How the Nominating Committee Is Appointed—The nominating committee should be appointed early in the closing quarter of the church year and should report at least three weeks before the final Sabbath of the church year, except in the case of a standing nominating committee, which functions year-round. year.
The pastor or district leader or, in the absence of the pastor or district leader, the elder should bring the matter to the attention of the church. The church shall then appoint an organizing committee responsible to nominate the nominating committee. This organizing committee may be chosen in one of two ways:
1. By nominations, verbal or written, from the floor. If verbal nominations are made, no member may nominate more than one person. The effort of one individual or a small group to dictate to the entire membership is disapproved. Every effort should be made to ensure fair representation in the composition of the organizing committee. Everything of a political nature should be avoided. The pastor or district leader shall serve as chairperson of this organizing committee. If a pastor or district leader has not yet been appointed to serve as church leader, the chairperson of this organizing committee shall be appointed by the board from among the members of the organizing committee. The size of the organizing committee should be five to seven more than the number of board members.
2. By the church authorizing the board, together with five to seven additional persons chosen by the church (see preceding paragraph), to function as the organizing committee. If this method is adopted, the chairperson of the board normally serves as chairperson of the organizing committee (see p. 32).
3. In the case of a standing nominating committee, the board may fill any vacancies in their membership or the organizing committee may choose to nominate a new list of members for the nominating committee.
How the Process Works—The steps of the nominating process are:
1. The church appoints by vote an organizing committee by one of the two methods listed above.
2. The organizing committee recommends names to the church for the nominating committee, with a recommendation for secretary. Every effort should be made to ensure fair representation in the composition of the nominating committee representing a range of age groups and both genders and limiting familial representation to one or two members from the same family. committee.
3. By vote, the church appoints the nominating committee and the secretary.
4. The pastor or district leader is an ex officio member and serves as chairperson of the nominating committee. Should the pastor or district leader choose not to serve as chairperson, or if a pastor or district leader has not been appointed to the church, the organizing committee shall recommend the name from the proposed nominating committee to serve as chairperson.
5. The nominating committee meets to prepare the list of officers that it will present to the church for approval.
6. By vote, the church appoints its officers for the ensuing year(s) who continue to serve until their resignation, replacement, or the beginning of the new term. year.
Who Should Be Members of the Nominating Committee—Only members – No change
Work of the Nominating Committee—The chairperson should call – No change
Nominating Committee to Get Consent of Prospective Officers—Having – No change
Members May Appear Before the Nominating Committee—Members – No change
Nominating Committee Discussions Are Confidential—All inquiries – No change
Reporting to the Church—The nominating committee’s report is presented – No change
Objections to the Report of the Nominating Committee—Members may – No change
Filling Vacancies Between Elections—If an office of the church becomes vacant during the term of office because of death, removal, resignation, or any other reason, and there is no standing nominating committee to fill the nominations, the board may nominate the board nominates a successor to fill the vacancy for the remainder of the term of office and submits the nomination to the church for election.
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438-19GSb TERM OF OFFICE – CHURCH MANUAL AMENDMENT
RECOMMENDED, To amend the Church Manual, Chapter 8, Local Church Officers and Organizations, page 72, Term of Office, to read as follows:
The term of office for officers of both the church and its auxiliary organizations shall be one year, except where the church in a business meeting votes to have elections every two years in order to facilitate continuity and development of spiritual gifts and eliminate the work involved in having yearly elections. In exceptional circumstances, and in consultation with the conference, the term of office may be extended an additional year.
While it is not advisable for one person to serve indefinitely in a particular position, officers may be reelected.
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441-19GS PURPOSES OF ORGANIZATION – CHURCH MANUAL AMENDMENT
RECOMMENDED, To amend the Church Manual, Chapter 3, Organization and Authority, pages 25 and 26, Purposes of Organization, to read as follows:
Missionary Purposes of Organization
The conditions Seventh-day Adventists face in sharing the message of Jesus to people of other religions largely parallel those that the apostles encountered. How they went about the mission is instructive for us today. Although they modified their approach in keeping with the audience, they never deviated from proclaiming the uniqueness of Jesus as the hope of the world. They never suggested that they had come to help their hearers find a deeper spiritual experience within their own religions; on the contrary, they challenged them to turn to the salvation provided in Christ.
Groups should be formed to lead the people from a non-Christian religion into the Seventh-day Adventist Church. In forming such groups, a theologically sound, culturally informed plan of action should be prayerfully developed and followed to guide these new believers into membership. These groups should be established and nurtured in collaboration with local administration and guidelines of the world Church. Leaders of these groups should make every effort to lead the people into membership in the Seventh-day Adventist Church.
The church is a missionary community and it exists to fulfill this purpose.
“As our numbers increased, it was evident that without some form of organization there would be great confusion, and the work would not be carried forward successfully. To provide for the support of the ministry, for carrying the work in new fields, for protecting both the churches and the ministry from unworthy members, for holding church property, for the publication of the truth through the press, and for many other objects, organization was indispensable.”—TM 26.
“As members of the visible church, and workers in the vineyard of the Lord, all professed Christians should do their utmost to preserve peace, harmony, and love in the church. Mark the prayer of Christ: ‘That they all may be one; as thou, Father, art in me, and I in thee, that they also may be one in us: that the world may believe that thou hast sent me.’ The unity of the church is the convincing evidence that God has sent Jesus into the world as its Redeemer.”—5T 619, 620.
PRE/BRI/MIN/401-17GS/ChMan/ADCOM(Steering)/419-17GS/BRI/ChManSub/ChMan/ ADCOM(Steering)/18AC/418-18GS/NAD/ChManSub/ChMan/ADCOM(Steering)/ChMan/ 19AC to GPS-20GCS
418-19GS PASTOR AND OTHER CHURCH EMPLOYEES –
CHURCH MANUAL AMENDMENT
RECOMMENDED, To amend the Church Manual, Chapter 4, Pastor and Other Church Employees, pages 31 to 35, to read as follows:
Pastors and Other Church Employees
A Divinely Appointed Ministry
Seventh-day Adventist ministers bear the God-given responsibility of proclaiming the everlasting gospel, making disciples and equipping the saints according to their spiritual gifts in order to equip them for service (Eph. 4:11, 12; 2 Tim. 4:2). As Ellen G. White stated: “It was at the very beginning of His ministry that Christ began to gather in His helpers. This is a lesson to all ministers. They should constantly be looking for and training those who they think could help them in their work. They should not stand alone, trying to do by themselves all that needs to be done” (Letter 53, 1905). In addition, pastors are commanded to do the work of an evangelist, reading God’s word publicly and teaching obedience to it (1 Tim. 4:13; 2 Tim. 2:24-26; 4:2, 5). They are to encourage and exhort the believers (1 Tim. 5:1, 2; 6:2), and rebuke sinners (1 Tim. 5:20); ordain elders (1 Tim. 5:22; Titus 1:5); uphold the truth and take a firm stance against false doctrines (1 Tim. 1:3, 4; 4:7; 6:20, 21; Titus 1:9). They should be examples to the believers in all matters of faith and practice (1 Tim. 4:12; 1 Peter 5:3). Another important part of the pastoral work is the visitation ministry. Ellen G. White stated: “Remember that a minister’s work does not consist merely in preaching. He is to visit families in their homes, to pray with them, and to open to them the Scriptures. He who does faithful work outside the pulpit will accomplish tenfold more than He who confines his labors to the desk” (9T 124).
“Shepherd the flock of God which is among you, serving as overseers, not by compulsion but willingly, not for dishonest gain but eagerly; nor as being lords over those entrusted to you, but being examples to the flock” (1 Peter 5:1-3).
All believers have the privilege of being part of “a royal priesthood” that proclaims “the praises of Him who called you out of darkness into His marvelous light” (1 Peter 2:5-9). To support and guide this work God “gave some to be apostles, some prophets, some evangelists, and some pastors and teachers, for the equipping of the saints for the work of ministry, for the edifying of the body of Christ” (Eph. 4:11-13).
The New Testament describes how the leadership of the church was established. During His ministry on Earth, Jesus appointed twelve apostles to accompany Him on His travels and sent them out to preach the Gospel and heal the sick (Mark 3:14, 15; Luke 6:13). He also sent out a larger group of seventy (Luke 10:1-23). This indicates that the organization of the church was initiated by Jesus Christ Himself in order to fulfill the mission of making disciples and teaching Bible truth (Matt. 28:18-20; Luke 24:44-49; Acts 1:8).
Soon after Christ’s ascension, the apostles faced increasing demands with the fast‑growing church in Jerusalem. To cope with these challenges, they divided the leadership responsibilities in the local church into different areas. Seven men were chosen to “serve tables,” caring mainly for the practical and material needs of the church, while the apostles confined themselves “to prayer and the ministry of the Word” (Acts 6:2, 4). Both leadership groups were involved in serving or ministering, but the manner of their involvement differed significantly. These avenues of ministry reflect the offices of deacon and elder/overseer described in Paul’s writings (Phil. 1:1; 1 Tim. 3:1-13; Titus 1:6-9). While most elders and deacons ministered in local settings, some elders, such as Timothy and Titus, were itinerant and supervised greater territory with multiple congregations (1 Tim. 1:3, 4; Titus 1:5).
In harmony with the leadership model of the Jerusalem church, the apostles appointed elders as spiritual leaders in every church (Acts 14:23; Titus 1:5). This practice explains why apostles, when they left Jerusalem to preach the Gospel, did not leave a leadership vacuum in this major center of the early church. Several years later, Barnabas and Saul delivered to the elders the relief contributions they had collected from far-flung churches for the needy believers in Judea (Acts 11:29, 30). As Ellen G. White indicates, the “organization of the church at Jerusalem was to serve as a model for the organization of churches in every other place where messengers of truth should win converts to the Gospel.”—AA 91.
These New Testament principles of church organization guided Seventh-day Adventists in the years prior to and the decades following its official organization as a church in 1863. During this time, ministers were employed by the various conferences as administrators and evangelists, raising up churches, and visiting established churches that needed counsel. Following the model of ministry of Timothy and Titus, Conference-employed ministers almost never functioned as resident or “settled” pastors of a local church, in contrast to the practice in most Protestant churches then and now. In this regard, Ellen G. White wrote: “Instead of keeping the ministers at work for the churches that already know the truth, let the members of the churches say to these laborers: ‘Go work for souls that are perishing in darkness. We ourselves will carry forward the services of the church. We will keep up the meetings, and, by abiding in Christ, will maintain spiritual life. We will work for souls that are about us, and we will send our prayers and our gifts to sustain the laborers in more needy and destitute fields.’”—6T 30. “As a general rule, the conference laborers should go out from the churches into new fields, using their God-given ability to a purpose in seeking and saving the lost.”—Ev 382.
As a divinely appointed ministry, ministers are “to sow the seeds of truth. Place after place is to be visited; church after church is to be raised up. Those who take their stand for the truth are to be organized into churches, and then the minister is to pass on to other equally important fields.”—7T 20 “Just as soon as a church is organized, let the minister set the members at work. They will need to be taught how to labor successfully. Let the minister devote more of his time to educating than to preaching. Let him teach the people how to give to others the knowledge they have received. While the new converts should be taught to ask counsel from those more experienced in the work, they should also be taught not to put the minister in the place of God. Ministers are but human beings, men compassed with infirmities. Christ is the One to Whom we are to look for guidance.”— 7T 20. “Our ministers should plan wisely, as faithful stewards. They should feel that it is not their duty to hover over the churches already raised up, but that they should be doing aggressive evangelistic work, preaching the Word and doing house-to-house work in places that have not yet heard the truth. . . . They will find that nothing is so encouraging as doing evangelistic work in new fields.”—Ev 382.
These inspired counsels remain just as relevant today. Our ministers have the solemn responsibility of leading their congregations in the mission of reaching others for Christ. As Ellen G. White stated, “The work of God in this earth can never be finished until the men and women comprising our church membership rally to the work and unite their efforts with those of ministers and church officers.”—9T 117. And “when the Chief Shepherd appears, you will receive the crown of glory that does not fade away” (1 Peter 1:4).
“God has a church, and she has a divinely appointed ministry. ‘And He gave some, apostles; and some, prophets; and some, evangelists; and some, pastors and teachers; for the perfecting of the saints, for the work of the ministry, for the edifying of the body of Christ: till we all come in the unity of the faith, and of the knowledge of the Son of God, unto a perfect man, unto the measure of the stature of the fullness of Christ. . . . ’
“Men appointed of God have been chosen to watch with jealous care, with vigilant perseverance, that the church may not be overthrown by the evil devices of Satan, but that she shall stand in the world to promote the glory of God among men.”—TM 52, 53.
The conference president does not have authority to set aside the duly elected officers of the church, but will work in cooperation with them. They in turn are bound, in recognition of the ties of conference fellowship, to counsel with him over all that pertains to the welfare of the church. They should not attempt to exclude him from a proper discharge of his duties.
Conference Departmental Directors—Conference departmental directors foster important lines of denominational work under the general direction of the conference committee in consultation with the conference president. In order to successfully carry on the work assigned to them, these employees must have access to the churches so they can present and develop their plans. These employees will have sympathetic consideration for all church plans, even outside their respective departments.
Departmental directors are not vested with administrative or executive authority, so their relation to local churches is advisory. Their work does not bear the same relationship to the churches as that of the conference committee or president. In the promotion of their specific kinds of work, they labor throughout the entire conference. However, they are not expected to counsel churches regarding elections and other administrative duties or any other line of service, unless especially requested to do so by the conference president.
Ordained Pastors—Ordained pastors appointed by the conference committee – No change
Licensed Pastors—To give individuals an opportunity to demonstrate their – No change
Bible Instructors—The conference may employ Bible instructors and assign – No change
Conference President—The conference president should be an ordained pastor of experience. He stands at the head of the gospel ministry in the conference and is the chief elder, or overseer, of all the churches. He works for their spiritual welfare and counsels them regarding their activities and plans. He has access to all the churches and their services, business meetings, and boards, without vote unless granted by the church, or unless he is a member of that congregation. He may, by virtue of his office, preside over any meeting of any church when necessary. He has access to all church records.
The conference president does not have authority to set aside duly elected officers of the church but will work in cooperation with them. They in turn are bound, in recognition of the ties of conference fellowship, to counsel with him over all that pertains to the welfare of the church. They should not attempt to exclude him from a proper discharge of his duties.
Conference Secretary—The conference secretary, associated with the conference president as an executive officer, should be a person with ministerial and denominational experience. The conference secretary, for example, is responsible for keeping the minutes of the proceedings of the conference constituency sessions and meetings of the conference executive committee, publishing official notices of key meetings, maintaining correspondence with local churches, and overseeing conference records and collecting statistical data and conference membership records. The conference secretary also fosters mission for the expansion of God’s kingdom.
Conference Treasurer—The conference treasurer, associated with the conference president as an executive officer, is the chief financial officer of the conference and should have appropriate finance-related experience. The conference treasurer is responsible for keeping the accounts, financial records and investments of the conference, and to keep safe all monies which may be deposited with it. These monies consist of the tithes and offerings received from individuals through the local congregations of the conference, which are remitted by local church treasurers at regular intervals, and of gifts, legacies, and bequests made to the conference.
Conference Departmental Directors—Conference departmental directors foster important lines of denominational work under the general direction of the conference committee in consultation with the conference president. In order to successfully carry on the work assigned to them, these employees must have access to the churches so they can present and develop their plans. These employees will have sympathetic consideration for all church plans, even outside their respective departments.
Departmental directors are not vested with administrative or executive authority, so their relation to local churches is advisory. Their work does not bear the same relationship to the churches as that of the conference committee or president. In the promotion of their specific kinds of work, they labor throughout the entire conference. However, they are not expected to counsel churches regarding elections and other administrative duties or any other line of service, unless especially requested to do so by the conference president.
Conference Directs Church Employees—The conference president in – No change
Credentials and Licenses
God’s work is to be jealously safeguarded by responsible leaders from the local church to the General Conference. Official credentials and licenses are issued to all authorized full-time Church employees and are granted by controlling committees for limited periods.
In a local conference, the committee confers authority upon individuals to represent the Church as pastors and gospel workers. This authority is represented by the granting of credentials and licenses, which are written commissions, properly dated and signed by the officers of the conference. The authority thus conveyed is not personal or inherent in the individual but is inherent in the granting body, which may recall the credentials for cause at any time. Credentials and licenses granted employees are not their personal property and must be returned when employment is terminated or at the request of the organization that issued them.
Only speakers worthy of confidence will be invited to the pulpit by the local church pastor, in harmony with guidelines given by the conference.* The local elders or church board may also invite speakers, in consultation with the pastor, and in harmony with conference guidelines. No one should be allowed to speak to any congregation unless he/she has been invited by the church in harmony with guidelines given by the conference. It is recognized, however, that there are times when congregations may be addressed by government officials or civic leaders; but all unauthorized persons shall not be given access to the pulpit. (See pp. 118-121.)
Expired Credentials and Licenses—Credentials and licenses are granted – No change
Retired Employees—Retired employees deserve honor and consideration – No change
Former Pastors Without Credentials—Individuals previously ordained as – No change
_____________________________
*See “Terms Used in the Church Manual” p. 18.
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439-19GSa DUTIES OF DEACONS – CHURCH MANUAL AMENDMENT
RECOMMENDED, To amend the Church Manual, Chapter 8, Local Church Officers and Organizations, page 79, Duties of Deacons, to read as follows:
Duties of Deacons—The work of deacons involves a wide range of services for the church, including:
1. Assistance at Services and Meetings—Deacons are usually – No change
2. Visitation of Members—In many churches churches, visitation is arranged by distributing membership by districts and assigning a deacon to each district with the expectation that he will visit each home at least once a quarter.
Deacons should also assist members with special needs. It is important to learn how to effectively communicate with them and where needed church facilities and transportation should be made accessible. When those with special needs are not able to attend services, they should be visited in their homes.
3. Preparation for Baptismal Services—Deacons make necessary – No change
4. Assistance at Communion Service— At the service of foot – No change
5. Care of the Sick and Aiding the Poor and Unfortunate—Deacons – No change
6. Care and Maintenance of Property—In churches where the responsibility for the care and maintenance of church property is not assigned to a building committee, deacons and deaconesses have this responsibility. (See Notes, #3, p. 173.) (See Notes, #4, pp. 173-174.)
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439-19Gb DUTIES OF DEACONESSES – CHURCH MANUAL AMENDMENT
RECOMMENDED, To amend the Church Manual, Chapter 8, Local Church Officers and Organizations, page 81, Duties of Deaconesss, to read as follows:
Duties of Deaconesses—Deaconesses serve the church in a wide variety of activities, including:
1. Greeting and Visiting Guests and Members—In many – No change
2. Visitation of Members—In many churches, visitation is arranged by distributing membership by districts and assigning a deaconess to each district with the expectation that she will visit each home at least once a quarter.
Deaconesses should also assist members with special needs. It is important to learn how to effectively communicate with them and where needed church facilities and transportation should be made accessible. When those with special needs are not able to attend services, they should be visited in their homes.
2. 3. Assistance at Baptisms—Deaconesses ensure that female candidates – No change
3. 4. Arrangements for the Communion Service—Deaconesses and – No change
4. 5. The Care of the Sick and the Poor—Deaconesses assist deacons in – No change
5. 6. Care and Maintenance of Property—In churches where the – No change
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426-19GS SPIRIT OF PROPHECY WRITINGS – CHURCH MANUAL ADDITION
RECOMMENDED, To add a new section, Spirit of Prophecy, to the Church Manual, Chapter 8, Local Church Officers and Organizations, following Personal Ministries, on page 102, to read as follows:
Spirit of Prophecy Writings
The Scriptures testify that one of the gifts of the Holy Spirit is prophecy. This gift is an identifying mark of the remnant church and we believe it was manifested in the ministry of
Ellen G. White. Her writings speak with prophetic authority and provide comfort, guidance, instruction, and correction to the Church. They also make clear that the Bible is the standard by which all teaching and experience must be tested. (Num. 12:6; 2 Chron. 20:20; Amos 3:7; Joel 2:28, 29; Acts 2:14-21; 2 Tim. 3:16, 17; Heb. 1:1-3; Rev. 12:17; 19:10; 22:8, 9.)
Spirit of Prophecy Writings Coordinator—The church elects a Spirit of Prophecy writings coordinator with the responsibility of promoting the importance and right use of the Spirit of Prophecy writings, in collaboration with the publishing ministries coordinator.
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429-19GS PREMARITAL EDUCATION/COUNSELING – CHURCH MANUAL ADDITION
VOTED, To retain the language in the item, “Premarital Education/Counseling – Church Manual Amendment,” as it was presented.
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429-19GS PREMARITAL EDUCATION/COUNSELING – CHURCH MANUAL ADDITION
RECOMMENDED, To add a new section, Premarital Education/Counseling, to the Church Manual, Chapter 13, Marriage, Divorce, and Remarriage, following Courtship, on page 154, to read as follows:
Premarital Education/Counseling
Considering that marriage is the most important and challenging of all relationships, premarital education/counseling is designed to help couples planning to marry to be better prepared for this important step in their lives. The main purpose of premarital education/ counseling is to prepare couples for the challenges they will encounter in married life. Premarital education/counseling is also to strengthen and improve the future happiness of married couples and reduce the potential rate of divorce. Premarital education/counseling should be offered by a professional counselor or specifically trained individuals, including specifically trained spiritual leaders. (For more detailed information regarding premarital education/counseling see the Elder’s Handbook.)
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437-19GN SAMPLE LIST OF CHURCH LEADERS – CHURCH MANUAL NOTES AMENDMENT
VOTED, To amend the Church Manual, Chapter 9, Elections, Notes, pages 178, 179, #1, Sample List of Church Leaders, to read as follows:
1. Sample List of Church Leaders (see p. 111). The nominating committee selects members to serve as officers in a variety of positions. A small church may have a short list of officers. A large church may have a long list of officers. Here is a list that may be considered:
Elder(s)
Deacon(s)
Deaconess(es)
Clerk
Treasurer and assistant(s)
Interest coordinator
Church board
Church school board
Adventist Community Services leader or Dorcas Society leader
Adventist Community Services secretary-treasurer or Dorcas Society secretary-treasurer
Adventist Possibility Ministries leader
Adventist Youth Ministries leader and associate(s)
Adventist Youth Ministries sponsor
Adventist Youth Ministries secretary-treasurer and assistant
Adventist Youth Ministries music leader
Adventist Youth Ministries pianist or organist
Adventurer Club director
Ambassador Club leader
Bible school coordinator
Children’s ministries coordinator
Church chorister or song leader or music coordinator
Church organist or pianist
Communication secretary or communication committee
Education secretary/church school principal or head teacher
Family ministries leader(s)
Health ministries leader
Ministry to People With Disabilities coordinator
Pathfinder Club director and deputy director
Personal ministries leader
Personal ministries secretary
Prayer ministries director
Public campus ministries leader/coordinator
Publishing ministries coordinator
Religious liberty leader
Sabbath School superintendent(s) and assistant(s)
Sabbath School secretary and assistant(s)
Sabbath School division leaders, including leaders for the adult and extension divisions
Sabbath School Investment secretary
Spirit of Prophecy writings coordinator
Stewardship ministries leader
Vacation Bible School director
Women’s ministries leader
Young adults leader
Additional personnel considered necessary
Home and School Association officers (leader and secretary-treasurer): If only one church supports a school, the church nominating committee makes recommendations to the school board, which then makes the appointments. If more than one church supports a school, the school board conducts the whole process. (See pp. 90, 91.)