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PART 1 - CLERGY GUIDES
PART 1.1 - COMPENSATION, BENEFITS AND
CONDITIONS OF EMPLOYMENT FOR CLERGY
1.1A - INTRODUCTION
3.1B – COMPENSATION GUIDE FOR MUSICIANS 2004
3.1C - SALARY
3.1F - BENEFITS
3.1H - UNEMPLOYMENT COMPENSATION
PART
3.2 SUPPLEMENTAL MUSICIANS
PART 3.3 COMPENSATION FOR SUBSTITUTE CHURCH MUSICIANSPART
PART 3.4 - CONTINUING EDUCATION FOR CHURCH MUSICIANS
PART 3.6 - CONTRACTS, AGREEMENTS
PART 3.7 - EVALUATION OF CHURCH MUSICIANS
PART 3.8 - RECRUITMENT OF FUTURE MUSICIANS
PART 3.9 WEDDINGS AND FUNERALS
PART 1.1 - COMPENSATION,
BENEFITS AND CONDITIONS OF EMPLOYMENT FOR CLERGY
1.1A - INTRODUCTION
As a general principle, the total compensation package
of those in a supervisory capacity should not be less than their subordinates.
For example, a rector’s total compensation package should not
be less than that of a musician, parish or school administrator, headmaster,
or other church or school staff under his or her oversight. Similarly,
care should be taken to insure that supply clergy and supply musicians
are compensated equitably.
(1) OVERVIEW
While clergy salaries are often far below the salaries
of persons with similar levels of education, responsibility and experience,
their benefits are often considerably higher. If these benefits are
not included, compensation should be increased to reflect their value.
A typical clergy package will include:
CASH SALARY
HOUSING AND/OR EQUITY ALLOWANCE (often equal to or exceeding cash
salary)
UTILITIES INCLUDING PHONE (whether or not the housing is in a rectory)
PENSION
HEALTH INSURANCE (for the full family), LIFE INSURANCE
DISABILITY
HALF OF SOCIAL SECURITY/SELF EMPLOYMENT TAX (SECA)
AUTOMOBILE ALLOWANCE
CONTINUING EDUCATION FUNDING AND TIME
VACATION, OTHER LEAVE, SABBATICAL TIME
CHILD CARE
This results in what could be called “clergy
sticker shock.” For example, one parish within this diocese
pays its priest with nine years of ordained experience in a congregation
with a budget of $240,000 a cash salary of $24,000. Quite affordable!
However, this salary, combined with a housing allowance of $24,000*,
utilities averaging around $3000, pension of $9000, health insurance
of $7000, half social security tax (SECA) of $750**, automobile of
$4000, continuing education of $1000, means that the real cost of
this clergy person is over $71,750, not including supply clergy during
times of vacation, spiritual refreshment, diocesan events and continuing
education which can result in more than eight weeks away from the
parish during the year.
* In this case the initial salary was $32,000 with
an initial housing allowance was $16,000. For tax reasons, this clergy
person had the vestry declare an additional of salary $8000 as housing,
the financial burden on the congregation remaining the same.
** This is the half of Social Security/Self-Employment Tax (SECA)
paid by the congregation above and beyond salary. The other half is
paid by the clergy person.
(2) PURPOSE
To provide guidelines for the use of parishes, separate
congregations and missions in establishing salaries, benefits and
working conditions for Episcopal clergy. The Guide provides minimum
salary standards. Where possible and it is warranted, the Guide should
be exceeded.
(3) DEFINITIONS
Compensation - Payment for the continuing discharge
of ministerial responsibilities. Compensation may be given directly
into the possession or use of the clergy or it may be provided indirectly.
It does not include reimbursement to clergy for costs incurred as
a direct consequence of their responsibilities.
In this Guide, components of compensation are separately
treated: Clergy Compensation is the sum of Cash Salary, Housing, and
Utilities.
The clergy - Ordained priests or deacons canonically
resident or licensed in the Diocese of Washington. They may be rectors
(senior ministers of a parish or separate congregation), vicars (senior
ministers of a mission station or chapel) or college chaplains. Or
they may be assistants, associates, curates or those involved in other
church related ministry.
Church related ministry - Post ordination service
as a member of the clergy. In addition to service as rector, vicar,
college chaplain and assistant and associate minister the following
are included:
- Service as a military, hospital or school chaplain;
- Service as a missionary financially supported by a parish, diocese
or other church body;
- Service on a diocesan or cathedral staff;
- Service as a teacher of religious subjects at a private school,
a public or private college or university, or a seminary
Not included are the following:
- Federal, state or local government employment, including public
school teaching, in a position other than that of a chaplain;
- Private practice as a counselor or therapist
- Writing and editing not related to included service
Vestry - Those persons directly responsible for
the compensation of clergy, of whatever category.
(4) REFERENCES
Canon 25, section 6 - Clergy Election and Contracts
(as published in the Journal)
Appendix B to the Canons of the Diocese - Guidelines
for Clergy Contracts (as published in the Journal)
1.1C SALARY
(1) DEFINED
Salary, cash salary or stipend is the money regularly
paid to the clergy in return for general and continuing ministerial
services. Cash salary should not be less than the minimum base for
the appropriate level of experience and size of parish. Changes in
the cost-of-living will be reflected in the base salary recommended
in the annual revision of the Guide. Cash salary is to be stated in
yearly terms and paid at regular intervals in twelve or more equal
amounts.
The Salary Guide describes how to determine a starting
point for salary negotiations with a rector and for assistants with
three or less years of experience. Assistants with more than three
years of experience are often charged with substantial levels of parish-wide
responsibility, including supervisory responsibilities for professional
staff, and are likely to be “Associate Rectors.” Salary
for such positions should be negotiated with the rector and vestry
and a reasonable starting base would be the column of the table below
that used in determining the rector’s cash salary. For instance,
if the congregation has an annual income of $150,000 to $300,000,
column C, the B column should be used as the base of negotiations
for the assistant or associate’s cash salary.
Parish income used to identify the applicable columns
in the clergy compensation table is “Normal Operating Income”
as reported in the annual parochial reports. It is suggested that
parishes monitor their Normal Operating Income trends. When those
trends indicate that a parish will move from one column to the next,
phasing the clergy cash salary implications over a two-three period
may be helpful for budgeting purposes. In parishes that have multiple
revenue centers (such as a school or cemetery), it is recommended
that additions to clergy compensation (including pension premiums)
be funded by those revenue centers in relation to the degree of clergy
involvement required in the centers’ operations.
(2) HOW TO USE THE CASH SALARY TABLE
(a) When calling clergy to a congregation the
salaries shown for the different years of ministry and income levels
are the starting point for negotiations. Adjustments may be made
based on the factors described in Section 1.1C(4) below.
(b) In making annual (or whatever period is appropriate)
adjustments to salary for incumbent clergy the table is guidance.
Congregations are encouraged to use it as a minimum guideline. This
table does not include additional increases in compensation based
on other factors such as merit, Mutual Ministry Review, the earning
of an additional degree, changes in job description, etc.
(c) Congregations and clergy are urged to reach
agreement on the frequency and number of salary increases beyond
cost of living that will be granted during each period of service.
That is, if a cleric and congregation have an agreement that covers
five years of service, that agreement should specify the number
and percentage of salary of any increases to be granted during the
period of service and the conditions on which such increases will
be granted. This allows increases to be granted or withheld on the
basis of changes in program complexity, development of new skills,
increase in family size and financial responsibilities, retirement
needs or other appropriate factors.
(d) All candidates for positions in the Diocese (whether coming
from inside or outside of the Diocese) must be informed by congregations
making searches of the Diocesan policy on negotiating agreements
on initial salary and periodic salary increases.
(3) COST-OF-LIVING
The Diocesan Personnel Committee recommends for
the Council’s approval each year a cost-of-living adjustment
that takes into account changes in the Bureau of Labor
Statistics’ Consumer Price Index for the Washington Standard
Metropolitan Statistical Area and wage changes in both the public
and private sectors. A cost of living adjustment should never be considered
a raise or merit based adjustment as described above in (2b)
(4) OTHER FACTORS
While paragraphs (2) and (3) above establish criteria
for minimum salaries, and the Salary Guide takes the budget of the
parish into consideration, additional factors should be considered
in arriving at the proper salary for an individual. Other factors
to be considered in determining clergy salary include:
(a) Special Skills and Qualifications
- Skill in counseling
- Publications
- Recognition as an expert in a field
- Administrative leadership
- Fund-raising ability
- Ability to deal with media
- Interpersonal skills
- Ability as a preacher
- Ability as a teacher
- Post seminary education and/or doctoral or advanced degree work
- Average income for the parish
- Average income and cost of living for the region
(b) Character of Parish
- Number of communicants
- Economic status and composition of parish
(c) Teachers and Staff Members of Episcopal Day
Schools
Teachers and staff of Episcopal Day Schools within the Diocese of
Washington that are in urban or suburban locations should be compensated
using as a guide the salaries of teachers and staff in the Washington
area provided by the Association of Independent Schools of Greater
Washington (AISGW). Teachers and staff of Episcopal Schools within
the Diocese of Washington that are in rural settings should be compensated
using as a guide the salaries of teachers and staff in the Washington
area provided by AISGW or the Association of Independent Maryland
Schools (AIMS). The goal is to have staff and teachers compensated
at or above AIMS or AISGW average salaries for comparably sized
schools. For more information contact:
| AISGW |
AIMS |
| Box 9956 |
883 Airpark Road, Suite 1 |
| Washington, DC 20016 |
Glen Burnie, MD 21061 |
| (202) 625-9223 |
(301) 858-6311 |
(d) Job Complexity
- Size of staff
- Variety of duties to be performed
- Stress factors
- Goals and objectives of parish
- Quality of the lay leadership
- Transitional or stable membership
(e) Other Benefits such as housing allowance,
continuing education, pension premiums, insurance, etc. provided
by the parish.
(f) Previous Salary History
(g) Number of Years in the Job
1.1D - HOUSING
Housing may be provided if the building is owned or
the rent paid by parish vestry or similar body. Or the clergy may be
given housing allowance, a cash sum paid to the clergy from which they
must procure housing at their own discretion. Either way, clergy are
entitled to housing appropriate to their duties that is:
- conveniently located with respect to required
activities
- adequately furnished with modern lighting, heating, cooking and
plumbing fixtures, and refrigerator
- appropriately designed and decorated so that it is consistent with
the neighborhood and nature of responsibilities
- suitably matched to family size and number of dependents
- reflective of personal needs and related circumstances
Tax implications: When clergy receive a cash allowance
for housing and related costs, the vestry is required by IRS regulations
to designate a portion of the total compensation to be a housing allowance.
The resolution of the vestry taking this action must precede any payment.
If this process is followed, the housing allowance may be excluded from
gross income for Federal Income Tax purposes by the cleric. As the proportion
of salary or amount of cash allowance designated for housing has no
impact on the total cost to the congregation, and as the declared use
of these funds is reported by the clergy person directly to the IRS,
the vestry should support the clergy person’s determination of
what the amount of this housing allowance shall be.
IRS regulations limit the amount of allowance to the
fair market rental value of the home, whether actually rented or purchased.
Clergy should realize that these amounts are debatable. The amount of
allowance used must actually be expended for housing or the cleric should
not exclude the amount from gross income.
This section of the Guidelines is divided into two
parts. The first part applies to congregations which provide housing
allowances, the second applies to congregations which provide housing.
Both parts attempt to address the very diverse circumstances of the
congregations in the Diocese of Washington.
(1) Housing Allowance for Parishes Providing Cash
Salary: No Rectory
There are no monetary guidelines for housing offered
in this section of the Guidelines. The primary reason is that housing
costs vary greatly in the Diocese. What may be an adequate housing
allowance for one region of the Diocese may be inadequate in another
region. The variables for each parish differ depending on the location
of the parish, its financial resources and the personal circumstances
of the clergy being called (age, marital status, number of children,
years of experience, etc.). Therefore, rather than recommending a
specific amount for housing, suggestions are offered for determining
a fair housing allowance. The first step in this process is to address
expectations.
(NOTE: These guidelines are designed for use in
initially establishing a housing allowance. The Personnel Committee
recognizes that many parishes are providing a housing allowance to
their rector and perhaps to other clergy. While such parishes may
want to use these guidelines to assess the equity of such allowances,
the Personnel Committee does not seek to disturb any existing arrangements
that are working well at present).
Expectations: Whether a parish provides a rectory
or not, the issue of expectations for housing and its use need to
be addressed by the cleric and the calling committee or vestry. Questions
which deal with expectations may include:
(a) Is the cleric expected to use housing for
more than a roof over his or her head? Will he or she be expected
to use it to entertain parishioners or sponsor parish events?
(b) Does the vestry expect the cleric to live
near the church or may housing be sought further afield?
(c) Did the cleric need to sell a house before
coming to you? Will he or she want to reinvest those funds in another
house?
(d) How does the housing market differ in the location the cleric
is coming from and where your parish is located?
Suggestions: Determining a fair and adequate housing
allowance.
(a) Ask for input from 3-4 households in the parish
with similar circumstances (age, marital status, number of children)
to determine what kind of housing is available in the area and desirable
and what the real cost of living is in the area. Information on
housing is often available from the chamber of commerce and local
realtors.
(b) Be open to the preference of some clergy to
own their own home, though circumstances may be such that they have
no savings with which to make a down payment. Can the parish offer
any kind of creative financing or low interest
loan, in addition to the housing allowance? Consider an interest
free or low interest loan to be paid back at a mutually agreed upon
date.
(c) Investigate subsidized/moderately priced housing
available in the community. While the term “subsidized housing”
can be a loaded one, some subsidized and moderately priced housing
in our diocese is attractive and desirable and its availability
is generally not well advertised. Be aware of housing developments
in your area. It is now a legal requirement in some local jurisdictions
for developers to provide moderately priced housing in any new development
of 50 or more homes.
(d) Use your resources. Many parishes have access
to financial planners/consultants who would be willing, at no charge,
to help the parish explore creative solutions.
(e) If your parish does not have the funds to provide an adequate
housing allowance, consider trading this benefit for another: additional
time off, a well-running car donated by the parish, higher utility
payments, whatever you can think of. Be open to new possibilities
and be willing to negotiate.
(f) Be aware of tax concerns. Monies currently
being paid for housing are tax free. Be aware over time how these
laws might change and be willing to negotiate the housing allowance
so that the parish provides the cleric with the greatest possible
tax advantage.
(g) If you are calling a cleric with spouse and
two children: ask two or three families with two children who live
in the area of the parish to meet together to discuss their own
financial needs for housing, as well as issues which concern local
families, e.g. school districts. This may affect the area in which
the clergy family may want to live.
(h) In analyzing the housing situation, certain
aspects of the cleric's ministry and the parish’s demands
need to be taken into account. For example, does the parish expect
the cleric to entertain, or have meetings in the rectory? Is it
expected that the cleric will live close to the church? Are there
specific expectations that the parish has of the cleric that will
affect the housing requirements?
It is important to realize, when determining a housing
allowance, that there are probably as many good solutions as there
are variables. Do not be bound to arriving at a solution only one
way, or the way that the parish has always done it in the past. In
some instances, a combination of solutions may be the best method.
Be as creative and open in your planning as is possible so that the
needs of both the parish and the clergy can be satisfied in meeting
housing requirements.
(2) Guidelines for Parishes Providing a Rectory
If housing is provided rent-free, the parish vestry
or similar proprietary body is responsible for the full cost of maintenance,
decoration and repair. Money should be budgeted regularly for this
purpose. Although actual expenditures may vary greatly year by year,
it is recommended that an amount equaling at least one-fiftieth (2%)
of the replacement value of the housing be spent or accumulated annually
in an escrow account towards time of need.
Decoration should be undertaken at intervals of
three to five years. In addition to providing housing, the vestry
may establish a tax-exempt allowance paid directly to the clergy for
maintenance, decoration, utilities, furnishings, and household insurance.
In case of rent-paid housing, special arrangements
may apply.
(The quotes noted below are taken from the Report
of the Clergy Compensation Committee of the Commission on Ministry
in the Episcopal Diocese of Massachusetts, 1990, page 40.)
A rectory may be a residence for the rector or may be more, serving
as a meeting place for members of the parish. Rectories may provide
a rector with independence by allowing the rector to live in a manner
which is not otherwise affordable. A rectory can, however, become
a form of control over the rector's private life, since the expenditures
and changes to the rectory and the activities undertaken there are
always subject to parish review.
The requirement that a rector live in a rectory
can create many issues that are at once social, emotional and economic.
At its simplest, the rectory is a shelter; in practice, the rectory
system presents many more complicated issues in the relationship between
the rector and the parish.
In a period that a rector occupies a rectory and
does not own a residence, the rector is absent from the residential
housing market and forfeits the appreciation and benefits of mortgage
interest deductibility that the rector would have enjoyed as a homeowner.
In some housing markets, when there is an increase in the value of
housing, this absence can result in a substantial disadvantage to
the rector. In others, where real estate values remain stable, the
disadvantage may be less pronounced. The time that a rector occupies
a rectory is also relevant to opportunity loss. A short tenure in
a rectory might result in moderate opportunity loss. However, a rector
who occupies a rectory for the principal portion of the rector’s
working life may be disadvantaged when the rector retires, even in
a stable market with moderate appreciation. At the end of the rector’s
professional career, the rector is without a place to live, and probably
without the wherewithal to acquire a residence. This situation is
in contrast to rectors who receive a housing allowance. Rectors who
receive housing allowances can buy permanent residences, enjoy mortgage
interest deductibility and appreciation and, at the end of the rector's
professional career, either own a residence outright or have substantial
equity, which can result in a significant tax advantage after age
65.
In short, there can be a real and significant economic
disparity between rectors who live in rectories and those who do not.
(3) Equity Allowance for Clergy Living in Parish
Provided Housing
For many people home ownership represents a key
investment which often is a crucial factor in planning for retirement.
Because many clergy are effectively excluded from having this opportunity,
parishes with clergy who live in church-owned housing should consider
offering an equity allowance as part of the compensation package for
such clergy. A very simple way to do this is to establish a 403(b)
plan for the individual and then make an annual employer contribution
to the plan. Such a contribution is not taxable for the individual
although it is assessable for Church Pension Fund purposes. Parishes
should consider fixing their employer contribution in the range of
5% to 10% of the total compensation assessable by the Church Pension
Fund. The Church Pension Fund offers 403(b) plans, as do most mutual
funds and other investment services. For more information, please
contact the Church Pension Fund.
Suggestions: This section offers suggestions for
determining a fair and adequate arrangement for an equity allowance
which would reduce the disadvantage to rectors who occupy rectories.
(a) The parish might pay the rector a supplemental allowance based
on the consumer price index or an analysis of the real estate prices
in the local market and pay the allowance either to the rector or
to a Section 403(b) Plan.
Advantage: “The parish has discretion in
establishing an allowance that conforms to local real estate or
inflation values.”
Advantage: “The rector has discretion over
the disposition of the allowance and may invest the allowance in
taxable or nontaxable plans, or may invest it in a personal residence
and assume the risks of real estate investment.”
Disadvantage: “This leaves the rector’s
compensation package somewhat uncertain: first, because movements
in the CPI and real estate values are unknown at the time of calling;
second, because the adoption of a formula for increases or decreases
in the supplemental allowance will require expertise of the parties
(with consequent time or money costs) and may result in disagreement.
This is particularly true if the allowance is tied to fluctuations
in real estate values, since this sort of analysis can be quite
subjective. An additional complication with respect to a real estate
index is how to account for declining real estate values, especially
where CPI continues to increase. Since real estate values, as a
practical matter, are only relevant at the time of sale, it is possible
that a rector who was paid a real estate indexed allowance during
the rector's tenure who leaves a parish at a time of low values
would be at a substantial advantage over rectors in similar positions
who owned their own residences.”
(b) The parish and rector might establish an equity
allowance or supplemental contribution to a tax sheltered (Section
403(b) Plan) annuity. The amount invested could be determined by
arriving at an agreed upon percentage of the rector’s salary,
e.g., 25%. This would be an addition to salary, not a deduction
from salary.
(c) The parish might elect to rent the rectory
and give the rector most of the income generated, keeping a percentage
for maintenance of the property and, if applicable, property taxes.
1.1E - UTILITIES
Whether or not the housing provided is in a rectory,
vestries should either pay utility bills directly or pay an allowance
to the clergy.
Utilities include:
Gas
Electricity
Fuel
Water
Sewage disposal
Trash disposal
1.1F - BENEFITS
Benefits or perquisites are the materials, services
or protection provided either in kind, or by money designated for specific
purposes, and awarded the clergy in return for the discharge of ministerial
responsibilities. These benefits except for those fixed by canon law
should be negotiated between clergy and vestries and defined as specifically
as possible to avoid future misunderstanding.
In addition to the need for adequate compensation,
there is a growing interest in flexible benefits plans. This practice,
more informally known as a “cafeteria approach” to benefits
has grown in recent years in the private sector. A flexible benefit
plan is a benefit plan in which employees have a choice of the benefits
they receive, within a specified dollar limit. Usually a core package
is required (e.g., specific minimum levels of health, disability, retirement
and death benefits), plus a group of elective programs from which the
employee may select a set dollar amount. A primary advantage of these
plans is that they can address the varying needs and life styles of
an increasingly diverse workforce. With flexible benefits, a parish
has more assurance that it is providing benefits that are truly appreciated
and desired.
Examples of flexible benefits that are already available
include group life insurance in which employees can choose to buy additional
term insurance at group rates, and health insurance plans that provide
different levels of coverage that require different deductibles and
premium amounts. The most frequently offered benefits in flexible plans
are: education benefits, medical coverage, life insurance, dental, dependent-care
coverage, 403(b), long-term disability, short-term disability, vacation
time, cash for unused benefits, optical, scholarships, child care, and
Individual Retirement Accounts. There are taxability issues which arise
when employees make choices among flexible benefits. For instance, a
plan might offer a choice between cash or being covered under an insured
health plan. An employee who chooses the cash gets a taxable benefit,
but the employee who chooses the health coverage is choosing a non-taxable
benefit. Under current tax law, certain benefits such as medical and
dental benefits are not taxable to the employee. Other benefits such
as retirement plans are tax deferred. Cash received, of course, is taxable
as income.
(1) CHURCH PENSION FUND
The clergy receive the protection of the Church
Pension Fund assured by canon of General Convention. The Fund makes
payments to clergy in the event of disability or retirement or, in
event of death, to their survivors.
The full cost of the Church Pension Fund is borne
by those responsible for compensation of clergy, e.g., congregation.
A formula is used for annual assessment:
18% of the sum of cash salary
plus value of utilities
plus value of housing
plus contribution given towards self-employment tax
The utilities and housing are valued at
actual cash paid or allowed. If housing is provided rent-free, the
Church Pension Fund now defines its value for purposes of the assessment
at 30% of the sum of the cash salary and the utilities.
Clergy Pension Fund benefits payable to the clergy
are graduated according to the highest average income, defined as
the average of the seven consecutive years affording the highest figure
for salary plus utilities plus housing. Benefits are also graduated
according to credited service, defined as the number of years of coverage
under the Pension Fund.
(2) HEALTH INSURANCE
All clergy of the Diocese are eligible for health
insurance under an approved group plan. This insurance plan will usually
cover the greater portion of a hospital bill and the physicians’
bills for surgery, anesthesia, laboratory and radiological services.
Currently the insurance arrangement is with CareFirst BlueChoice.
Each parish vestry is charged the appropriate premium
for its clergy which is paid through the Church House.
The program and its premiums are monitored by a
Diocesan Insurance Committee which reports to Diocesan Council.
Request for insurance coverage must be made in writing.
Application forms for the health insurance program are available at
the Church House. Clergy should complete the forms and return them
within 30 days of employment in the Diocese. Coverage becomes effective
upon date of employment. Otherwise, an applicant will have to fill
out a health questionnaire and coverage will commence one month after
approval by the insurance carrier. A ten month exception on certain
pre-existing conditions will be imposed for late filings. There is
open enrollment period during January 1-31 of every year where clergy
who have missed their 30 day window may enroll without being subjected
to filling out health statements.
Benefits under the program and other information
may be learned from a booklet which is available from the Business
Affairs Office at Church House (202)537-6522.
(3) LIFE INSURANCE
All clergy canonically resident in the Diocese working
a minimum of 20 hours per week are entitled to financial protection
of a group life insurance policy. The carrier is the Church Life Insurance
Company. Clergy receive double their compensation up to $50,000 from
the Church Pension Group, as long as their assessment are paid up
to date. If a clergy’s compensation limits them to receiving
under $50,000, they may take out an additional life insurance policy
through the Diocese to make up the difference. Individual coverage
is $50,000 and is payable upon the death of the insured, to the chosen
beneficiary.
Request for insurance coverage must be made in writing. An application
form, available at the Diocesan Church House (202)537-6522, must be
completed by the clergy. Coverage can only begin on assumption of
full-time duties if notification is made to Church House. No physical
examination is required at that time. Later an exam is required and
Church Life Insurance Company decides whether coverage will be allowed.
The clergy normally receive an identification card and a descriptive
document.
The insurance has no cash value and its coverage
ceases upon departure from the Diocese. Retired clergy will be covered
for $10,000 through Diocesan funding if they are canonically resident
and have life insurance coverage at the time of retirement.
Vestries may provide supplementary coverage for
their clergy. However, the cost of additional insurance is taxable
to the clergy and must be reported annually on a W-2 form.
(4) DISABILITY INSURANCE
Parishes should consider carrying disability insurance
for all employees. It is especially important for clergy and musicians
who may become incapacitated and whose services would have to be covered
in their absence. Both short-term and long-term disability insurance
is available through the Episcopal Church Medical Trust. Additionally,
organists can be covered through a low-cost national insurance plan
available through the American Guild of Organists if they are members
of that organization.
(a) IRP (Income Replacement Plan):
This is a short-term disability plan offered through
The Episcopal Church Medical Trust. Coverage begins on the 30th
day the employee is out of work. New full-time employees have 60
days from hiring date to enroll. Applications and benefits information
can be obtained through Church House upon written request to the
Insurance Administrator. Premiums are billed in conjunction with
the life insurance directly to the parishes from Church Life Insurance
Corporation. (Note: effective January 1, 2004, all active clergy
will be covered with IRP as part of their pension benefit)
(b) LTD (Long -Term Disability):
This benefit is offered by the Episcopal Church
Medical Trust. Benefits start after 1 year of unemployment. New
full-time employees have 60 days from their hiring date to enroll.
Applications can be obtained through Church House upon written request
to the Insurance Administrator. Premiums are billed the Medical
Trust. Parish Administrators may contact Active Member Services
at (800) 480-9967 for more information (800)223-6602.
(5) SOCIAL SECURITY/SELF-EMPLOYMENT TAX (SECA)
Parishes, missions and the diocese are urged to
contribute at least half of a clergy persons’s Social Security/Self
Employment Tax (SECA), payable quarterly.
For tax purposes, clergy are defined as employees and the congregation
should file a
W-2 form with the IRS. However, unlike lay employees, the IRS requires
clergy to participate in social security through the payment of Self-Employment
Tax (SECA). SECA is based on net earnings, including the sum of the
following:
- cash salary
- value of housing
- utilities (cash allowance or bills paid)
- parish contribution to Self-Employment Tax
This tax must be reported on Schedule SE (Computation
of Self-Employment Tax) and paid by the clergy person in estimated
quarterly payments using form 1040-ES. Assistance in computing the
amount of Self-Employment Tax can be obtained from the local Internal
Revenue Services offices. *
The half of Social Security-Self Employment Tax
(SECA) paid by a congregation does not represent the other half that
the clergy person must also pay. The half of the SECA paid by a congregation
is taxable and must be reported to the IRS by the clergy person as
income. However, the half of the SECA paid by the congregation should
not be included as part of the clergy person's cash salary when the
compensation table is used as a reference.
* Social Security participation is mandatory for
clergy unless a waiver, form 4361, is signed. This waiver is final
and irrevocable. Since clergy who participate in Social Security are
eligible for cash and Medicare benefits, it is recommended that coverage
not be waived.
(6) LEAVE
(a) VACATION
Clergy with a year or more of service in the parish,
separate congregation or mission, should receive a paid annual vacation
of at least one month, (including five Sundays). The weeks following
Christmas and Easter are often given as additional leave, not to
be included as part of annual vacation. In lieu or in combination
with increases of cash salary, it is also customary to grant clergy
and other staff of long tenure and meritorious service additional
vacation.
(b) SICK LEAVE
All clergy and vestries should negotiate time
of sick leave. Although unlimited sick leave is the most common
practice in the Diocese, that understanding or any other should
be clearly spelled out in the letter of agreement.
(c) MATERNITY LEAVE
Each parish should have minimum guidelines established
which can be negotiated.
Paid time should be available for medical appointments:
½ day each month for seven months
½ day each week for eighth and ninth month
Eight weeks of paid time after delivery/adoption
Extension to twelve weeks if there are complications
Planned coverage for services and plans for returning
to work should be negotiated with the vestry well before delivery.
Time for child care would be allotted as needed:
Four hours per month for routine check-ups
Emergency medical care up to eight hours per month
Emergency child care problems up to eight hours per month.
(7) LEAVE OF ABSENCE
Opportunities should be provided for clergy to be
absent from their regular duties occasionally to extend their formal
education, to attend meetings related to their professional interests,
for writing, or for contemplation. Such leaves of absence may be of
variable duration. Leaves of more than a month may be considered “sabbaticals.”
See Part 1.1F(9) Sabbatical below, for guidance.
Each vestry should discuss with its clergy the appropriateness
of such leave periods and the compensation arrangements that apply.
(8) SABBATICAL
The purpose of sabbaticals is for the renewal and
growth of the ordained minister with the expectation that the parishes
will benefit greatly as a result of the re-invigorated and refreshed
clerical leader.
(a) Length of tenure before receiving a sabbatical
Following are some suggestions:
(1) Six months in the seventh year of service
(2) Three to five months for every three to five years of service
(3) Two or three months per year taken over a two-year period after
five or six year of service
(b) Requirement for service after a sabbatical
The diocesan policy is that a cleric owes his
or her parish at least one year of service following a sabbatical.
(c) Planning for funding
There should be a budget line every year and discussion
at least in the vestry so that the arrival of the actual sabbatical
will not be a surprise. Unfortunately, the diocese has no funds
to offer at this time.
(d) Changes during rector’s absence
Careful consideration should be given in advance
to the question of significant changes in direction in a parish’s
life and ministry during the absence of a rector.
(e) Reference Material
The Personnel Committee recommends careful study
of the Alban Institute publication, “Sabbatical Planning for
Clergy and Congregations” by A. Richard Bullock.
(f) Interim Clergy
In the unique ministry of interim clergy, there
is often no opportunity to accrue sufficient time of service towards
a sabbatical. It is therefore recommended that congregations make
financial provisions within the contracts of interim clergy for
a period of one month’s sabbatical time at the conclusion
of the interim period. This may be adjusted proportionately for
interim periods of unusual length.
(9) CHILD CARE
Vestries and all diocesan related institutions may
negotiate child care provisions and/or allowances in special circumstances.
1.1G - REIMBURSED EXPENSES DEFINED
Clergy may be required to incur certain expenses necessary
for the performance of professional duties. The following are such expenses
for which clergy should be reimbursed at actual cost or according to
standard scales and for which clergy should make written accounting
to the vestry.
(1) AUTOMOBILE USE
Clergy required to use a personal car on church
business should be reimbursed for such use at the permissible rates
set by the IRS. In 2003, the IRS allowable mileage rate is:
First 15,000 miles in a year - 36 cents per mile
Whether clergy are provided with a fixed travel
allowance or are reimbursed for actual expenses, they must report
this as income for federal tax purposes and deduct their travel costs
as business expense on form 2106, unless not applicable to principal
employment.
Parking fees and highway toll charges incidental
to such use should be reimbursed. Mileage driven, fees and tolls incurred
for personal reasons should be excluded.
(2) TELEPHONE
The cost of telephone and related services (e.g.
answering machine, facsimile machine) used for church-related purposes
should be reimbursed as billed. Basic telephone service in the clergy
residence (even if the residence is not a rectory), including directory
listing in the name of the clergy, is standard for the clergy of a
parish or mission. Bills for this service should be reimbursed, reduced
by the amount that represents any use of the service for personal
reasons.
(3) OFFICE EXPENSES
Stationery, postage stamps, reproduction and similar
costs usual to the conduct of a clergy office, incurred by the clergy
in performance of duties, should be reimbursed in full if not included
in the parish budget.
(4) TRAVEL
Minimum common carrier transportation costs –
bus, train or airplane – shall be repaid to the clergy whose
duties require them to travel when the use of their own automobiles
would be unsuitable or impractical. In the event of extended travel,
clergy should also be reimbursed for the actual cost of meals and
lodging and for other necessary professional expenses, such as registration
fees, entailed in connection with such travel. The concurrence of
the vestry should be obtained for such a trip and expense items to
be reimbursed should be identified by agreement in advance.
(5) OTHER
Other expenses incurred in connection with duties
and responsibilities of the clergy may be reimbursed pursuant to advance
understanding between clergy and the vestry.
1.1H - UNEMPLOYMENT COMPENSATION
Religious institutions may elect to participate or
NOT to participate in unemployment compensation. The law does state
that employees must be notified if the parish is not participating in
unemployment compensation. Each employee’s contract should indicate
if their parish does not participate and a written statement should
be posted.
1.1K - CLERGY HONORARIA
Although parishes may have their own tradition and
policy regarding clergy honoraria, many have not published any information
in this area. In order to avoid misunderstandings and to facilitate
the use of honoraria in specific instances, parishes should establish
a written guide/scale for reference. Some points to be considered are:
• What type of service and what degree of preparation
by clergy is required?
- Weddings, funerals,* baptisms.
- Counseling, rehearsals, planning, etc.
• What is the honoraria for?
- Compensation (If so, don’t forget accountability
for taxes).
- Donation to the ministry of the church.
- Do you wish to provide an explanation of honoraria to the recipient
of the service(s)?
In print?
• If honoraria is for compensation, who performs
the service and what is his/her economic needs?
- Low income clergy, part time, rural, retired clergy,
etc.
• How much should the honoraria be?
- Completely left up to the donor/payer, recommended
range, specific amount.
- How and when is this communicated?
• Differentiate between member and non-member?
- Also, active and “non-active” members;
relatives of members; former members.
• Local custom.
- What has been the practice of the particular parish?
- Who to involve in setting or revising a parish policy, e.g. vestry,
special committee, clergy?
* Often funeral homes will include a clergy fee in
its bill to the family.
WEDDINGS AND FUNERALS
The handling of compensation for weddings and funerals
varies from parish to parish. Some clergy take a fee for all services.
Others take a fee but put all income from members and members’
families in their discretionary accounts, keeping only fees from non-members.
Others take no fee at all.
If fees are collected (either for the clergy or a
discretionary account), the following are recommended:
Funerals - $250 for members and non members
Weddings - $150 to $300 for members
$300 to $500 for non members
The wedding fee includes premarital preparation by the clergy person.
If more than usual time is spent in premarital preparation or in wedding
plans, additional fees may be charged.
PART 1.2 - COMPENSATION, BENEFITS AND CONDITIONS OF
EMPLOYMENT FOR CLERGY ENGAGED IN PART-TIME MINISTRY
1.2A - INTRODUCTION
(1) PURPOSE
(a) To provide guidelines for the use of parishes, separate congregations
and missions in establishing salaries, benefits and conditions of employment
for clergy engaged in part-time ministry.
(b) To provide guidelines for the use of clergy considering
part-time ministry positions.
(c) To outline the personnel matters that should be
included in agreements negotiated between parishes, separate congregations
and missions and part-time clergy.
(2) DEFINITIONS
Part-time clergy - Ordained priests and deacons who
serve in a parish, separate congregation or mission on a less than full
time basis. The line between part-time and full-time is not exact, i.e.
35 hours per week may be considered part-time, but since some benefits
must be provided at any level of employment, others become entitlements
at 20 hours and others are always negotiable, there is little need for
a precise definition.
The definitions included in Part 1.1 apply in this Part.
(3) EXCLUSIONS
This guide does not cover supply clergy. Use the Guide
for the Compensation of Supply Clergy (Part 1.3).
(4) REFERENCES
The references cited in Part 1.1A(3) and all the provisions
of Part 1.1 apply to Part 1.2 unless specifically modified or excluded
by the provisions of part 1.2.
(5) SPECIAL FACTORS BEARING UPON THE COMPENSATION AND
BENEFITS OF CLERGY ENGAGED IN PART-TIME MINISTRY
There are many different reasons a parish, separate
congregation or mission (hereafter parish) decides to seek part-time help.
There are also different characteristics of clerics seeking part-time
ministry. This guide does not attempt to describe THE way an agreement
can be structured, but attempts to set some of the parameters within which
parishes and clerics should negotiate agreements. This puts a heavy responsibility
on both parishes in
preparing vacancy sharing information and clerics in inquiring about opportunities
to be completely open about expectations.
(6) FIRST STEPS FOR PARISHES CONSIDERING EMPLOYMENT
OF CLERGY FOR PART-TIME MINISTRY
There are three basic steps to be taken:
1. Determine the job or jobs that need to be done and
whether permanent or time limited;
2. Determine how much time is required to perform that
job or those jobs; and,
3. Determine how much money is available to pay all
the costs associated with employing someone to perform the job or jobs.
Part 1.2 of this guide describes the different costs that a parish must
consider and gives some guidance on arriving at dollar figures.
(7) FIRST STEPS FOR CLERGY CONSIDERING PART-TIME MINISTRY
POSITIONS
There are two basic steps a cleric should take:
1. Determine acceptable conditions of employment, e.g.
kinds of jobs or duties which match the cleric’s training, experience
and interests, the number of hours a week or month that can be devoted
to a part-time position and whether or not a time limited position can
be accepted.
2. Determine an acceptable range of compensation, benefits
and other financial considerations. (Part 1.2 of this guide should be
helpful to clerics in coming up with an acceptable level.)
(8) VACANCY SHARING INFORMATION
When a parish starts publicizing its need for part-time
help the information that is disseminated should include at least:
A full description of the job or jobs to be done;
A statement of the number of hours a week or month required
and whether the position is permanent or time limited;
The total amount of money available for compensation,
benefits and other costs; and,
A statement that the way the money is broken down between compensation,
benefits and other costs is negotiable, e.g. that salary can be higher
for a cleric not requiring housing than for a cleric requiring housing,
or that if a cleric does not require health insurance, that amount of
money can be devoted to housing, salary or continuing education.
1.2B - SALARY
In determining the amount of money devoted to salary
that the parish needs to support a part-time clergy position the Clergy
Salary Table (Part 1.1B of these Guides) is a useful starting point. The
parish should assume a certain level of experience (a level that would
appropriate to the job or jobs to be done), use the column on the table
appropriate for a parish with its income, adjusting if the position is
not the rector (see Part 1.1C(1)) and multiply the figure arrived at by
the percentage of time projected for the job or jobs. For example, if
the position is to be half time assistant in a parish with income of $250,000
and is expected to do everything the rector does, requiring at least five
years of post ordination experience, the salary figure would be 50% of
the five year experience cell of column C.
1.2D - HOUSING
(1) If the parish plans to provide housing and will
not consider paying a housing allowance, it should so state, unequivocally,
when publicizing the vacancy. If the parish is willing to provide an equity
allowance in addition to providing housing Part 1.1D(3) provides guidance.
Such a willingness on the part of the parish, and the amount of money
available, should be mentioned in the vacancy information.
(2) If the parish is willing to provide a housing allowance
it should refer to Part 1.1D(1) in determining the dollar amount appropriate
for its geographic location. The parish may pro rate the allowance in
the same manner as the salary.
1.2E - UTILITIES
The parish should determine just how much it is willing
to pay for utilities and include that figure in its total dollar figure.
1.2F - BENEFITS
(1) CHURCH PENSION FUND
This is not a negotiable item. The parish can calculate
a dollar figure through application of the provisions of Part 1.1F(1).
(2) HEALTH INSURANCE
All part-time clergy working 20 or more hours a week
(i.e. half time or more) are entitled to health insurance at the expense
of the parish. In projecting costs parishes should use, as a minimum,
the cost for an individual policy. The exact dollar figure should be available
in each parish, if not, it is available from the Business Affairs Office
in Church House.
(3) GROUP LIFE INSURANCE
Not applicable. Only clergy who work a minimum of 20
hours per week are eligible under the existing Church Life Insurance Company
policy.
(4) SOCIAL SECURITY
Parishes are encouraged to contribute at least half
of the Self Employment Tax. Refer to Part 1.1F(5) to determine a dollar
amount for planning purposes.
(5) LEAVE
The provisions of Part 1.1F(7) should be followed.
1.2G - REIMBURSED EXPENSES
The provisions of Part 1.1G apply. The parish should
make a calculation based on past experience.
1.2H - UNEMPLOYMENT COMPENSATION
The provisions of Part 1.1H apply.
1.2K - OTHER CONSIDERATIONS
(1) CONTINUING EDUCATION
The provisions of Part 1.4 apply. If the position is
going to last more than a few months dollars and time should be made available.
(2) EVALUATION
Part-time clergy are fully deserving of feedback on
their performance. The agreement negotiated for the call should include
provision for such feedback.
PART 1.3 COMPENSATION FOR SUPPLY CLERGY
1.3A - INTRODUCTION
(1) PURPOSE
To provide standards for the proper compensation of
Episcopal clergy who serve as substitutes or guests in leading or assisting
at worship services.
(2) APPLICABILITY
Rectors, vestry and other compensation authorities and
clerics serving as supply or guest clergy should use this document in
negotiating fees. In preparing the Guide the Diocesan Personnel Committee
recognizes that there may be situations where parishes may not be financially
able to meet the standards set by this guide. Such parishes, and the clergy
they seek for supply or guest service, should feel free to negotiate a
lower fee or no fee.
(3) EXCLUSIONS
This guide does not cover part-time or full time temporary
situations. See Part 1.2, Compensation, Benefits and Conditions of Employment
for Clergy engaged in Part-Time Ministry, for such situations.
(4) DEFINITIONS
Supply Clergy - Ordained clerics hired by a parish,
separate congregation or mission to perform or assist in those duties
associated with worship services normally carried out by a rector or vicar,
on a one-time or short-term temporary basis.
Compensation - the fee paid for the specific services
provided.
Travel expenses - Transportation, room and board costs
associated with the performance of supply clergy services.
1.3B - COMPENSATION
WORK PERFORMED
Sunday Services:
1 service 2 services 3 services
no sermon $150 $225 $300
with sermon $250 $375 $500
Weekday Services: $100
Assisting: $ 50 $ 75 $100
It is always appropriate to discuss the fee at the time
the invitation to serve is extended. Please take in to consideration the
time needed for preparation, travel, and in performance of the service
you have requested. For further guidance about fees for other kinds of
services such as guest preaching, calling on parishioners, parish consultations,
pastoral counseling, weddings, and funerals, refer to sections Part 1.2B
Compensation and Part 1.9A Honoraria.
1.3G - REIMBURSED EXPENSES
Compensating authorities should keep in mind that the
expenses that supply clergy incur are out of pocket costs and even if
the parish, separate congregation or mission cannot pay a fee it should
fully reimburse all such expenses.
(1) Transportation
(a) If by privately owned automobile, reimbursement
should be at the IRS rate, currently 36 cents per mile.
(b) If by public carrier, costs to be reimbursed should
be agreed to prior to the service being provided.
(2) Room and Board
All costs to be reimbursed should be agreed to prior
to the service being provided.
PART 1.4 CONTINUING EDUCATION
1.4A - INTRODUCTION
The Bishop of Washington strongly urges clergy to engage
in continuing education efforts on an ongoing basis. A commitment to one’s
continuing education is a commitment toward increasing one's excellence
in ministry. Continuing education may be course work toward an advanced
degree, or non-credit work. It may include participation in seminars,
workshops, conferences and experiential opportunities which support the
exercise of ministry and spiritual growth. Some continuing education efforts
require funding and time away from the ministry site. Other forms of continuing
education may be obtained through professional reading and professional
dialogue on a local basis.
1.4B - FINANCIAL RESOURCES AND TIME ALLOWANCES
Financial resources for continuing education should
be a line item in the parish or organizational budget. The range of funds
available will vary, but should realistically meet required costs of programs
such as the annual clergy conference and registration/tuition/travel costs
for one or more continuing education experiences a year. A minimum of
$1000/clergy person/year is suggested for this purpose. Time allowances
for continuing education and spiritual refreshment away from the ministry
site should be at least two and one-half weeks annually above and beyond
annual vacation and leave.
Clerics should be given the opportunity to carry over
time and funds to the next year when circumstances make it impossible
to take advantage of continuing education opportunities in a given year.
Such a “carry over” policy facilitates the possibility of
in-depth study. Negotiation between the cleric and vestry will determine
details regarding the maximum carry over time allowed.
The Diocese has a limited amount of funding available
through the Angus Dun Fund. This fund was endowed through a capital drive
and was named for the Fourth Bishop of Washington to support the continuing
education of clergy in this diocese. The availability of the Fund illustrates
the historical concern of Bishops for clergy continuing education. For
further information contact the Chair of the Angus Dun Fund, presently
the Rev. Karla Woggon., Rector, St. Andrew’s Church in College Park
(301-864-8880) or the office of Ministry and Resources Development (202)
537-6532.
1.4C - DETERMINING NEEDS AND TIME REQUIREMENTS
Short-range continuing education as well as long-range
continuing education needs and interests are often made known through
the annual evaluation process with the vestry, one's superior, or in consultation
with one’s spiritual director. It is the responsibility of each
cleric to seek out the best method of identifying his or her needs for
continued growth, and to explore ways and means to do so. Consultation
with the Bishop is advised when considering substantial investments of
time and resources.
For example, some clerics require training in specific task areas, such
as homiletics, pastoral counseling, parish administration or stewardship.
Others may want an opportunity to travel and study, attend a retreat,
or do writing and research. There is no one type of continuing education.
Continuing education, however, is professionally necessary for all clergy.
Primary factors in determining continuing education needs are: (1) evaluation
of current ministry strengths and weaknesses and (2) determination of
future goals for ministry.
“The Guide for Continuing Growth,” published
by the Academy of Parish Clergy, is available from the Academy of Parish
Clergy, 13500 Shaker Boulevard, Suite 601, Cleveland OH 44120 (Tel: 216-295-2006).
It includes a methodology for determining clergy continuing education
needs.
Sabbaticals are a specific type of continuing education
which require extensive planning and prior budgeting. See 1.1F(9) for
guidelines and considerations for sabbaticals. In lieu of formal sabbaticals,
some clergy may consider planning intensive continuing education experiences
approximately every four to five years, lasting from six to twelve weeks.
1.4D - RESOURCES AVAILABLE (non-financial)
The Washington metropolitan area offers many and varied
opportunities for continuing education, as do other major cities. Announcements
of conferences, seminars and workshops are found in professional clergy
literature and are posted at seminaries, cathedrals, churches, universities
and specialized centers such as the College of Preachers, the Alban Institute,
Shalem and the Trinity Institute in New York.
Libraries and research centers abound, with print and
non-print media for research support. Also, international opportunities
for research, travel and exchanges with other clergy are available.
1.4E - NATIONAL CHURCH OFFICE CONTINUING EDUCATION PLAN
The Diocese of Washington is participating in a National
Church Office plan to strengthen continuing education throughout all of
the dioceses. When fully implemented, this program will involve both clergy
and lay professional employees in the parishes. During the first year
of this program, participation is voluntary and only for clergy. The program
is based upon the existing vision statement and goals of the Diocese.
Continuing Education objectives have been developed for each Diocesan
Goal:
Goal 1: Deepen our bond with Christ through worship,
studying the Bible, nurturing the spiritual life, And sharing our faith;
Objective 1: Enhance clergy conferences to incorporate
scripture study, faith development, and small group processes
Objective 2: Continue support and training for colleague
group facilitators
Objective 3: Utilize more effective courses at the College
of Preachers
Goal 2: Become a community of brothers and sisters in Christ where all
are accepted and none are despised;
Objective 1: Expand development of diversity training
Objective 2: Engage all clergy in anti racism training
before the end of the triennium
Objective 3: Explore our diversity through on going
programs of sharing
Goal 3: Work together as laity and clergy in partnership to do God’s
work in the world;
Objective 1: Develop leadership capabilities for vestries
and clergy
Objective 2: Identify and raise up clergy and lay leaders
for “train the trainer” programs
Objective 3: Create a cadre of lay and clergy leaders
for Parochial consultations
Goal 4: Strive for justice and compassion for all the people in our communities
and in society at large.
Objective 1: Create programs of continuing education
which focus on emerging social issues
Objective 2: Explore issues related to addiction and
recovery
Objective 3: Develop education opportunities which focus
on concerns and issues related to children and child development
Within this framework, the continuing education program
focus on three areas:
Ecclesiastical
Professional
Personal
When considering a program, course, or seminar, participants
in the continuing education program should determine which of the above
areas are being enhanced and which of the above continuing objectives
are being supported. Questions that should be asked for each proposed
program, course or seminar are:
* How does this enhance the life of the church? (Ecclesiastical)
* What new skills or improvement of skills can be gained from this training?
(Professional)
* How will this study enhance your personal journey in faith? (Personal).
If one or more of these questions can be answered in
specific terms, the proposed training should qualify for the Diocesan
Continuing Education Program.
The generally accepted standard for continuing education units (CEU) is
that one contact hour equals one CEU. In terms of clergy conference days
(9am to 4pm), this standard would result in 6 CEUs for a whole day and
3 CEUs for half a day. During the development phase of the continuing
education program, 24 CEUs annually is considered the standard. When fully
implemented, the standard will be 36 CEUs annually. As an example the
four clergy days that were planned for 2001 would provide 21 CEUs for
those attending all the days. Thus in order to reach the standard of 24
CEUs annually, those participating in the program need only one additional
training course that would provide 3 CEUs in order to meet the standards
of the Diocese’s new continuing education program.
PART 1.5 CHURCHES WITH SCHOOLS OR OTHER MISSION ORGANIZATIONS
1.5A Episcopal Day schools or other financially independent
church-related mission organizations associated with parishes often place
significant time demands and expectations on the clergy and other church
employees who work for those parishes. In these cases it is appropriate
for the school or mission organization to share the compensation of the
clergy person or other church employee with the parish in proportion to
the amount of time spent in each place. For example, if a clergy person
serving a parish with a school spends an average of 15% of his or her
time with the school (doing counseling, teaching, leading chapel, helping
with administration, or serving on the board, etc.), then it is appropriate
for the school to pay 15% of that person’s total compensation package.
See also 1.1C(4)(C) for other information.
1.5B It is appropriate that children of clergy or other church employees
serving parishes with day schools be offered scholarships to attend those
day schools. The source (e.g. the school or church’s budget, school
financial aid program, etc.) And amount of scholarship funds should be
negotiated between the Vestry and School Board before the calling of the
clergy person or the hiring of staff and clearly defined in that person’s
contract or letter of agreement.
PART 1.6 ESTABLISHING POSITION DESCRIPTIONS - CLERGY
A position description is a statement of the major duties,
responsibilities, and supervisory relationships of a given position. The
description of each position should be reviewed on an annual basis and
revised as necessary. The description should include information about
the job that is significant to the duties of the position.
For clergy this may include general areas of ministry
as well as items that are specific to the parish. Clergy who are given
charge of youth ministry, education, or other specific areas of responsibility
that involve special expertise and significant demands of time should
have these areas and expectations regarding them clearly delineated. As
participation in the ministry of the diocesan is an expectation of all
clergy, this, along with expectations for other ministerial service in
the broader community, should be included in the position description.
For clergy in supervisory positions, the position description need not
include a detailed discussion of the work performed by subordinate employees.
It is important, however, that there be consistency between a supervisor’s
and subordinate’s position descriptions concerning supervision given
and received.
The position description should be in agreement with WECA and Diocesan
Guidelines and related canons. It should be attached to the clergy person’s
letter of agreement or contract and included in the parish’s personnel
policy manual.
PART 1.7 - MUTUAL RECTOR/VESTRY EVALUATION
1.7A - INTRODUCTION
The Diocese supports the concept of mutual rector/vestry
evaluations. These kinds of evaluations reflect the truth that ministry
is a shared responsibility, not solely the burden of either the vestry
or the cleric. The model proposed in this section is designed to empower
the ministry of the cleric and the vestry members and is designed to de-personalize
the effect of the evaluation. The idea of the process is to actively reflect
on the ministry of the congregation in order to serve Christ more effectively
in the world and suggests that these be conducted on an annual basis.
The evaluation process recommended in this section does
not apply to either mission vicars or assistant clergy. Evaluation of
mission vicars performance involves the mission chapel committee and the
Bishop. Evaluation of assistant clergy is the responsibility of the parish
rector and may differ from parish to parish.
1.7B - A Model for Mutual Rector/Vestry Evaluation
The intent of this model is to help a rector and vestry
evaluate areas of the total life and ministry of the parish and, in the
process, to evaluate the effectiveness of those persons or groups who
give leadership to these areas.
The areas of parish life to be examined can be those
defined by established parish commissions or committees, though they might
better be chosen and defined by more general categories such as SWEEP
(Service, Worship, Education, Evangelism, and Pastoral care) or even by
diocesan programs or goals such as stewardship, mission, evangelism.
The areas chosen should be broad enough to encompass
the work of both the rector (and assisting clergy) and members of the
vestry, as the leadership of the parish, though all of these persons will
not necessarily be involved with each area. It is better to evaluate one
or two areas carefully than to attempt to cover all areas. The process
is simple enough that it can be done a couple of times a year using different
areas each time.
It is important that the evaluation process be initiated
jointly by the rector and the wardens (or vestry executive committee,
etc.).
Procedure:
(1) Rector and wardens decide on what should be proposed
to the vestry. The proposal should include the following.
(a) A way to identify the areas to be considered.
(b) A schedule for the evaluation. This should include 1 or 2 weeks for
each person to do their own thinking and writing, a week or so for the
collators to do their work and distribute it in written form to the vestry
and clergy, and a date for an evaluation session.
(Allow at least an hour for each area chosen.) The whole process should
be completed
within a month.
(c) Who will do the collating. Use at least two people.
These may be chosen from outside the vestry. They should be people who
will keep their work confidential.
(d) Choose a person who is not a member of the vestry,
nor one of the clergy of the parish, to lead the evaluation session.
(2) Present the proposal to the vestry for modification
and/or approval. Make certain that everyone understands what the selected
areas cover and what each participant is expected to do.
(3) Individual reflection and writing by members of
the vestry and clergy. This step is important to the honesty and comprehensiveness
of the process and should not be shortcut. Descriptive words and phrases
are adequate for this work. Participants could be encouraged to talk with
other members of the parish while they reflect on the areas. Statements
of observable behavior (“The rector always preaches on the Gospel
for the Sunday.”) are more helpful that generalizations (“I
like the rector's sermons”). For each area:
(a) List everything going on in the parish right now
(or within the last year) which falls within the area. If you have more
than four items for the area, choose two or three which seem most important
to you.
(b) For each item, list the role(s) taken by the clergy,
other staff, lay leaders, and the vestry.
(c) For each item list the strengths of the current
situation.
(d) For each item, list the weaknesses of dissatisfactions
with the current situation.
(e) For the area, what additional information do you
need to more accurately assess the situation? What questions do you still
have, or want to ask?
(See the attached sample and illustrative worksheet.)
(4) Collation. The collators should condense the answers
as much as possible. The number of people reporting the same things should
be indicated. When collators are uncertain about whether items reported
are the same, it would be better if they simply wrote out the information
as submitted. The primary role of the collators is to “depersonalize”
the information and to distribute legible copies of their work to all
concerned at least a day or two in advance of the evaluation meeting.
(5) Discussion by all parties. Allow at least an hour for each area. To
avoid the pressure of regular vestry business, this session could be a
special meeting of the vestry. An "outside" discussion leader
or consultant will make it possible for all the vestry and clergy to participate
freely in the discussion. The task of the leader is to:
(a) Keep the discussion on target.
(b) Help the vestry identify significant areas of strength
or weakness, and avoid getting bogged down in “favorite subjects”
or “pet peeves.”
(c) Keep everyone realistic about roles and reasonable
expectations.
(d) Make certain that strengths get at least as much
attention as weaknesses.
(e) Help the group summarize in terms of next steps
or new goals. This can include goals for the ministry and professional
development of clergy and other staff persons.
PART 1.9 - OTHER
1.9A - HONORARIA
This Section offers guidelines for honoraria for speakers
participating in a Sunday Forum environment, a Seasonal Series or on other
occasions.
(1) Honorarium range:
$50 is an absolute minimum amount to offer a speaker.
A range of from $50 to $300 for one presentation is suggested. For special
events such as a Lenten Series, an honorarium should be in the upper ranges.
Significance of the presentation, amount of preparation required, and
number of people attending are factors to consider for making a decision.
Specifying the amount of the honorarium at the time
of inviting the speaker is helpful. This gives the speaker additional
data for making the decision to accept or turn down the invitation.
If the honorarium is in the lower ranges, speakers are
often attracted by offers of support: publishing and distributing articles,
giving the person a write-up in the newsletter, distributing literature,
or placing an ad in the bulletin.
(2) Inviting a presenter for a day-long retreat:
Factors to consider:
(a) The impact of the presentation
(b) The amount of time required to prepare and to present
(c) The expertise of the person presenting
Guidelines:
$250 per day minimum plus expenses
$500 per day plus expenses is standard
$1000 per day plus expenses for a professional consultant
1.9B - ADVOCACY FOR CLERGY DURING COMPENSATION/BENEFIT
NEGOTIATION
At the time of determining the annual budget in congregations,
clergy often find it difficult to negotiate for an adjustment in their
compensation and benefits. Negotiation is not a skill which everyone possesses.
In response to this reality, the Personnel Committee proposes that clergy
ask an advocate to represent his or her needs and desires to the vestry
or budget committee. This section of the Guidelines proposes a method
for finding and making use of an advocate.
(1) Let the vestry and budget committee know well in
advance that you will be asking someone to represent you at the budget
meeting.
(2) When deciding on an advocate, choose someone who cares about you within
the parish community, but not the Treasurer (the Treasurer would be put
in an untenable position as your advocate). The advocate does not have
to be a member of the parish, but needs to be someone with credibility
in the community. The advocate should have an understanding of the covenant
between the cleric and the parish and also have a sense of advocacy as
a ministry that serves both the cleric and the parish. Write or call this
person and outline what you are asking him or her to do. For example,
you would like an advocate:
(a) To represent you and your needs to the vestry or budget committee;
(b) To discuss with you what your hopes are for the next year regarding
your package;
(c) To meet with you one or two times before the budget meeting;
(d) To be an advocate for one or two years.
(3) Meet with the person you’ve chosen to be your
advocate at least one week before the budget committee meets.
(a) Give the person a sense of the purpose of being
your advocate
• To have sense of this ministry as a way of caring
for the parish cleric who comes to the parish as servant
• To understand that vestry and cleric have entered into a mutual
covenant of care giving. As the cleric cares for the people, the people
must care for the cleric. This is important for the parish as well as
for the cleric
• To speak for the cleric when he or she may not be in a position
to speak for himself or herself
(b) Use the Diocesan Guidelines as focus for the meeting
and go through them carefully
(c) Note all the categories of the covenant between the cleric and the
vestry
(d) Note that it is reasonable for parish to support these categories
(e) When you come to the financial section, note that the recommended
amounts are minimums, not maximums
(f) Ask if the advocate can accept the principles of the categories
(g) Have an annual meeting with the advocate to review your needs and
what you hope for
(h) Assure the person that you are depending on him or her to represent
your needs
(i) Don’t be afraid to articulate your needs
1.9C - GUIDELINES FOR PARISH, CLERIC AND FAMILY DURING
MARITAL STRESS, CRISES AND DIVORCE IN CLERGY FAMILIES
The establishment, blessing and nurture of Christian marriage and Christian
family life is a primary task of the church. Christian marriage, at best,
provides a secure place for the wholesome expression of human sexual communication
as well as for reproduction. Through the faithful commitment of one person
to another, God addresses their loneliness and blesses them with the gift
of companionship. Clergy separation and divorce do occur. They are realities
usually accompanied by confusion and hurt. They are among life's most
threatening and painful experiences. These guidelines are designed to
be useful to rectors and families, vestries and congregations as they
develop ways of dealing with marital problems of clergy.
In the process of working with the problems that have
become apparent in a marriage, the various parties affected have responsibilities
which they must accept. Each should respect the confidentiality of the
situation. It should be recognized by all parties, if divorce ensues,
that this may affect the life of the congregation for some time to come.
(1) Clergy Responsibility:
(a) Recognizing serious problems developing within the
marriage;
(b) Discussing problems with spouse and children;
(c) Discussing the situation with an appropriate and trusted third party;
(d) Seeking professional counseling for self and family;
(e) Recognizing the potential impact upon the congregation in such areas
as;
(1) Management of the church’s day to day affairs
(2) Counseling for parishioners
(3) Visiting parishioners
(4) Emotional response of the congregation
(f) Counseling with the bishop for guidance on what
approaches to use for the problem;
(g) Discussing with the Senior Warden, as appropriate, when problems impact
on the parish.
(2) Spouse’s Responsibility:
(a) Recognizing serious problems developing within the
marriage;
(b) Discussing problems with spouse and children;
(c) Discussing the situation with an appropriate and trusted third party;
(d) Seeking professional counseling with spouse.
(3) Vestry/Senior Warden Responsibility
(a) Approaching the clergy when problems impact upon
the congregation;
(b) Deciding what role vestry should take;
(c) Suggesting counseling for clergy and family if problems appear to
be escalating;
(d) Requesting assistance from bishop if unable to help to resolve the
problem;
(e) Setting limits as to when the parish will no longer allow problems
to disrupt the parish and the congregation;
(f) Deciding what continuing financial support is available to the clergy
and family should divorce ensue.
(4) Bishop’s Responsibility
(a) Setting up a protocol as to when the Bishop becomes
involved;
(b) Being available to clergy and family;
(c) Having within the diocese counseling resources available to clergy
and families;
(d) Developing a diocesan policy on divorce and remarriage of clergy.
1.9D - RETIREMENT SUGGESTIONS - These suggestions were
issued in June 1989, updated in 1997, and included as follows:
Introduction
This section of the Guidelines is designed to help clergy,
who are thinking of retiring, work with some of the many issues related
to a major life change. It purposefully includes more questions than answers
since everyone’s situation is different. Everyone needs to think
about his or her own situation and work out his or her own answers. Some
resources that can help are also included in this section. Many persons
will have questions about the Church Pension Fund and Social Security.
Current, accurate information can only come from the people and offices
that administer these programs.
If I am thinking about retiring, who else is involved
in making the decision?
Any individual whose life is going to be affected by
your retirement deserves to be involved in making that decision. Every
question asked in this pamphlet needs to be asked of spouse, children,
parents and others who may be moved, have their standards of living changed
or be separated from job or friends. Involve them in your thoughts, your
plans, your scheduling; take them along if you attend a pre-retirement
training program; have them with you when you make the announcement to
the parish.
Is there a pre-retirement training/planning program
available?
The Diocese from time to time may provide training/planning
programs for clergy and spouses (and others affected by retirement). Watch
for announcements of these events.
Am I going to have sufficient income to maintain my
present, or a slightly reduced, standard of living?
While everyone has a different set of circumstances,
some financial planners state that if your retirement income is 60% of
your pre-retirement income you probably can maintain the same standard
of living. There are significant differences in expenses after retirement.
Transportation, entertainment, clothing (you will be recycling your “work”
clothes for years and won’t dress up nearly as often), subscriptions,
memberships and books and material costs will drop or even disappear.
Travel expenses may go up, so may the costs of what used to be a spare
time hobby which becomes a weekly or daily avocation. In any event, make
a very careful inventory of your assets and liabilities and a serious
study of your expected regular expenses. Then compare your expenses with
your projected income. It is important that others be involved in this
process. Spouses and others may very well know more about expenses than
you do, particularly if they took care of the household accounts). If
your projected retirement income doesn't match up to at least 60% of your
pre-retirement income, or at least match your expected expenses, how are
you going to make up, or adjust to, the difference? Is part time work
as a priest going to be possible? Can you start a new line of work? Can
you significantly cut some expenses?
In calculating expenses some things require the special attention of clergy.
Among these are:
Housing costs - Many of you have lived in rectories
and may just not be familiar with what it costs to purchase or rent or
maintain a residence. If you and your dependents have any uncertainties
about this, talk with members of your parish, or your families, who have
more experience. Remember, retirement is a big decision, one of the biggest
changes in your life. Don’t make decisions about it in a vacuum.
Ask as many questions as you did when you answered your call to the priesthood.
Taxes - Most of you have been paying your taxes on an
estimated basis, so shouldn’t have any trouble doing the same when
retired. But, do look carefully at your tax liability. Look carefully
at any tax free income you have had. Talk with the Church Pension office
about the tax status of your pension. Some of it may be tax free. Also,
carefully check your status on state income taxes. Every state is different.
Don't wait until you are filing your return the year after you retire
to find out that you are going to owe several hundred dollars that you
had not planned on, or that you need special forms or documents to support
your return. Call the IRS or your state or DC tax office early.
Have I examined my insurance programs? Not just life
insurance, but also auto, house and contents, personal liability and health
for myself and family?
Life Insurance - Examine this closely. What do you really
need for the protection of your dependents? Almost all newly retired clergy
are now provided with $25,000 life insurance funded by the Church Pension
Fund. Generally speaking, any whole life and other “permanent”
policies should be paid up before you retire. Commercial term policies
are usually prohibitively expensive for people of retirement age. Discuss
this with someone you trust and respect for their financial acumen if
you are not sure what you should do. If you have questions about the $25,000
policy provided by the Pension Fund, call the Business Affairs Office
at 202-567-6522.
Automobile Insurance - Costs vary by locality, type
and age of car, age of drivers, driving records, etc. Only a knowledgeable
broker or agent (or perhaps a Consumer Reports study) can give you the
necessary information for your particular situation. Remember, Washington
DC is not just one locality. If you are moving from one area to another
it probably will make a difference.
House and contents - If you have been living in a rectory
you did not need insurance on the structure. You may now. Make inquiries
about different policies from different companies (as you would on auto
insurance). Costs in this area, depending on house value, seem to range
from $350 to $600 per year for full replacement coverage on the structure
and for $50,000 of contents. Such policies also include personal liability
insurance covering a variety of situations - not related to a business
or an automobile.
Health and hospitalization - If when you retire from
parish or diocesan employment, you are a participant in the diocesan health
plan and are canonically resident in the Diocese of Washington, you may
continue your coverage in the diocesan health plan. There are also provisions
for spouses and other dependents, if any. Contact the Business Affairs
Office (202-537-6522) for further information.
The entire Medicare program is currently under review and is subject to
significant changes. Future editions of these guidelines will address
any changes. Until then, it is important that persons thinking of retiring
consult the Business Affairs Office to learn of changes in the program.
At age 65, if you are a Social Security recipient, you
become eligible for Medicare. Some of Medicare is free, some is not and
there are some options. Look carefully at the options. Medicare Part B
is one that many feel well worth the cost. Combined with a fairly comprehensive
commercial or institutional plan Medicare has proved adequate for the
great majority of retired persons. Just make sure that any special problems
or needs of yours or your dependents are covered by whatever plan or combination
of plans you will have. And, make sure that you estimate the costs accurately.
Do not underestimate. Health insurance costs have been going up faster
than the cost of living for the last |
