Although a ministry usually allows a year or two to pass after initial
certification before deciding to enter the Certificate of Excellence
phase of the Certification Program, it is feasible for a ministry
to enter this excellence phase simultaneously or immediately after
initial certification or certification renewal the latter occurring
within the three-year period following initial certification.
There is an additional fee for the Certificate of
Excellence process of four hundred ninety five dollars ($495.00).
If the “Certified Excellent” status is applied for within
one calendar year of “Certification” thefee is reduced
to two hundred ninety five dollars ($295.00). However, if certification
has expired, certification renewal must first be granted before consideration
for the “Certificate of Excellence.” And unless otherwise
noted, the ministry’s initial Consultant remains the same.
If a ministry desires to pursue both certification
or renewal simultaneously with the “Certificate of Excellence”
program, an on-site visit by the Consultant would be required relative
to the certification or renewal process. The consultant will review
both the ministry’s “Certification” and “Certificate
of Excellence” Notebooks along with the on-site visit. He or
she will then render a separate report for each phase with appropriate
recommendations to the AGRM.
With respect to the Certificate of Excellence Notebook,
follow the eight steps and the table of contents on pages 9.1 through
9.8. Use Tab Dividers to identify each number step. Begin each step
on a newpage, but lettered subsections may appear on the same page.
Type/print all information on 8 ½ X 11 inch paper. Unless individual
pages will be placed in sheet protectors back to back, use heavy stock
paper to minimize tearing since they should be placed in an appropriate
sized three-ring binder.
Prepare three copies of the notebook (2 hard copies
and one on disk in PDF format.) Send one to the Consultant who will
review it and make necessary comments on changes, adjustments, etc.
Make sure the signed and dated Request for the certificate of Excellence
is completed and placed as the first page of the notebook. The Consultants’
comments can be sent to the ministry via telephone, FAX or e-mail,
whichever is appropriate. The ministry makes adjustments to its notebook
(if any required) and transmits them to the Consultant for inclusion
in his notebook. The ministry then sends a final copy of the report
in PDF format to the AGRM office. The Consultant makes his or her
report to the AGRM withan appropriate recommendation, and sends a
copy to the ministry for inclusion in its file copy(ies).
Upon the recommendation of the Consultant, the AGRM
will notify the ministry and confirm the ministry’s status with
the Consultant. The “Certificate of Excellence” award
may be presented at the annual AGRM Convention, but can also be awarded
at a ministry function.
The “Certificate of Excellence” process
should be completed within one year after enrollment.
Step
One: Compliance with “Certified Mission” Standards
In order
to become “Certified Excellent,” the ministry must
first meet the standards of the “Certified Ministry”
level.
Start
by developing a list of all “Do Not Comply” (DNC)
and “Standards Waiver Requests” that were filed in
the “Certified Ministry” phase.
Then,
list changes that have been made since initial certification to
correct these problems.
Step
Two: Relationship with the Local Church
“Local”
means any church body the ministry serves. It does not refer only,
or primarily, to churches in close geographical proximity.
1. Can
the local church congregation served by the ministry be readily
identified?
2. Substantiate
that the ministry is concretely and specifically nurturing its
relationship with those local churches and their leadership.
3. Are
local churches provided with opportunities to serve through the
ministry? Give examples.
4. Solicit
and submit letters from at least two pastors in which they respond
to the question, “How has this ministry specifically assisted
you as a pastor and your church in fulfilling its mission during
the past two years?”
Step
Three: Expanding Ministry Boundaries
1. In
the last two years, indicate to whom and in what ways the ministry
has provided aid to groups (e.g. agencies, other missions, associations,
churches, community, etc.) not considered a part of its immediate
constituency. Staff members serving as AGRM officers/leaders,
Certification Program Consultants, or as leaders in local service
oriented organizations are all good indicators.
2. List
and explain at least two new ministries or programs, or significant
upgrades of existing services that will be undertaken during the
next two years, describing what population will be targeted and
how the program or ministry will be different from current services.
Provide documentation that these plans have been developed as
the result of a collaborative effort that included staff, board,
committees, church, etc.
3. List
changes in buildings, site or equipment that will be made in order
to implement these plan.
Step
Four: Program Analysis & Vision
1. Substantiate
that programs are being evaluated by the Board of Directors, the
staff, the ministry’s chief executive, and that evaluations
of program by clients are considered.
2. Give
evidence that annual statistics are kept and that the method of
collection and recording is meaningful to your program development
and evaluation.
3. Document
that some planning group (staff, board, committee, etc.) has assessed
your programs for the next three to five years, determined its
direction and documented those plans so that adequate adjustments
can be made in facilities, personnel and finances.
4. Review
the present programs and three to five year program plans and
list major changes that will need to occur in buildings, site,
or equipment.
Step
Five: Staff Development
1. Give
evidence that annually the following evaluations happen for key
personnel:
•
Supervisor’s performance review is given against measurable
standards.
•
Written job descriptions are being reviewed and changed as needed.
•
Salary and benefits, including staff housing arrangements are
reviewed annually.
2. Include
the mission’s position on the personal and spiritual growth
of its staff members, including their need for spiritual involvement
outside the rescue ministry.
3. What
training and enrichment opportunities were provided for the staff
during the last year, and what specific plans have been made for
next year? AGRM convention/training events, Leadership Development
Institutes, CLA, City Vision College, In-Service Training, local
Vocational-Technical schools or local college courses are all
appropriate.
4. In
light of the ministry’s present and future needs (next three
to five years or longer), what personnel position changes will
occur, both for adding and decreasing personnel positions? Will
the staff model need to change? How?
5. List
Changes that will need to be made in buildings, site, or equipment
in order to implement these plans.
Step
Six: Long-range Plans for Facilities and Real Property
Submit
a comprehensive and detailed long-range master plan for development
of facilities and real property that covers at least the next
three to five years. It must reflect a six month (at least) planning
process involving the administration, board or task force, and
perhaps a professional consultant and must have been formally
received or adopted by the Board of Directors.
Include
this master plan in the “Certified Excellent” Notebook
with the following items:
1. A
recapping of the organizational goals and objectives.
2. An
inventory and analysis of current facilities and real property.
3. Details
of future development. Include cost estimates, proposed uses,
and reproductions of maps, charts, if applicable.
4. A
phased implementation schedule of future plans.
Step
Seven: Long-range Plans for Financing & Fundraising
Present
the marketing or promotional plan for this current year, and plans
for the next three to five years. This plan will consist of:
1. Budgets
that show projected income and expenses in all major budget categories.
2. Changes
in program, personnel, buildings, site, equipment, and marketing
must be clearly reflected in the budget. (Simply adjusting yearly
for inflation is not acceptable).
3. Capital
and operational funds must be segregated.
4. Proposed
marketing and fundraising plans. Provide detailed breakdown of
income sources and special projects.
Step
Eight: Computer Technology Expansion
It is
difficult in this modern age to run an organization or ministry
without the use of computers. A Certified Excellent ministry should
be willing to implement plans utilizing the current technology(ies)
that would enable the ministry to be more donor, client and employee
friendly. The current and future technology expansion should include:
1. A
plan that is in place for the ministry to create and maintain
its own website, as many people expect “serious” organizations
to have an online presence.
2. Present evidence that the ministry is accepting or planning
to accept online donations over the website.
a.
Donations should be accepted only through a secure server using
(Secure Socket Layer—SSL) technology, or more current
technology.
b.
The server for this ability displays a current security certificate
issued by a reputable source.
3. The ministry will give written evidence as to how it selects,
collects and analyzes data to track daily operations, overall
ministry’s performance and progress towards strategic objectives
and action plans. The plans will detail:
a.
How is the ministry’s performance and outcome measures
selected and which measure are key to the ministry’s operation?
b.
How does the ministry use these measures to review and analyze
performance and to support the decision making process?
c.
How does the ministry manage the collection and transfer of
organizational knowledge?
