By Bhaktivedanta Manor Senior Management
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Service
1) Service Title: Temple President
2) Immediate Authority: Governing Body Commissioner
3) Accountability to the TP: Temple Board, Middle Management and Resident Devotees, Patrons Council, other relevant committees (EDC/ Festival, etc.)
Working Environment
4) Location of service: Temple President’s Office, Bhaktivedanta Manor
5) Interactions with other departments:
All Manor departments. Closely interact with all committees e.g. initiation, congregational preaching, Health and Safety, Legal, etc.
Service Summary
6) Purpose of service:
a)To give spiritual leadership. The Temple President (TP) is primarily a spiritual leader; hence 60% of their time will be dedicated to giving spiritual leadership. The most important responsibility of the TP is to ensure that the temple is spiritually vibrant – that the residents and other leaders are enthusiastic in their practices of KC; chanting their rounds, learning about KC from classes or private reading, following the regulative principles, participating in congregational worship (specifically the morning programme), preaching and developing Vaishanva qualities and behaviour. The TP is also a preacher, with emphasis and strength in the propagation of the sankirtan movement – especially by promoting and preaching KC; distributing books, prasadam and the holy names etc. The TP must hold spiritual counselling sessions with devotees of the Manor and other as required. The TP is also the spiritual figure head representing Bhaktivedanta Manor to the outside community.
The TP will provide spiritual leadership for Bhaktivedanta Manor and its communities/congregation:
Current and past ashram devotees
Congregation
Youth groups
b)To ensure there is appropriate management and utilization of all the resources of Bhaktivedanta Manor, the TP will dedicate 40% of their time to achieve this purpose:
Corporate Planning and Organizational leadership
Resource (Capital and Revenue) Management
Staff Management
Financial Management
Organizational Management
Activities Management (Festivals, Events at the Manor, etc.)
Legal Matters Confronting / Affecting the Manor
Effective Management and Promotion of Manor Services and Activities
Service Content
7) Key responsibilities:
The TP is responsible for encouraging those living in the vicinity of the temple – both those attending the temple regularly and those whose attendance has lapsed – in their development of KC.
The TP must ensure that those acting on behalf of the Bhaktivedanta Manor faithfully represent Srila Prabhupada’s teachings.
The TP must regularly interact with the various committees set up to ensure the spiritual needs of devotees are being met (support measures such as providing counselling where required for young and elderly devotees, in terms of personal or spiritual guidance etc.)
The TP should formulate the spiritual vision of the Manor’s immediate and long term future, understanding that such goal-setting is a joint process involving all Temple members. The TP should emulate partnership working and empower devotees share the spiritual vision of the Manor.
The TP must model the organizational behaviour expected of others (e.g. compliance with the expected code of ethics and conduct). What the TP appears to give importance to through personal example, by the time allotted by him and by verbal endorsement will indicate the temple’s objectives/priorities. The TP must set an example as a role model in his behaviour and method of working with other devotees at the Manor and the outside world.
To demonstrate a commitment to continuous personal improvement and relationships at all levels of the charity
8) Key Executive Duties:
Leadership
To build and lead an effective executive section (working closely with Temple Board, Patrons Council, Patron Working Committee, EDC, other relevant committees, etc.)
To evaluate the working of the Temple Board
To chair relevant committees as the executive
To motivate and foster good relations amongst the executive
To represent eh Manor to the National and Management Council, the GBC body, other faith networks, Government, regulatory authorities, the media and the general public
Acting as an ambassador for the Manor, promoting its achievements and influence through effective links with partners and other external organizations, including the provision of leadership and advice, contributing to policy and conciliation where necessary.
Strategy
To formulate a strategies for the Manor which is directed towards the growth and operation of the Hare Krishna faith and to promote Krishna Consciousness
To contribute to the development of effective planning and management processes, including the identification of priorities and strategies gaining support for these both internally and externally
To successfully communicate and implement the Manor’ s strategy as required
To develop and put in place strategic operation plans and budgets for each of the Manor’s Temple Board members and central functions that reflect the longer-term objectives and priorities of the Manor
To reflect greater emphasis on evaluative processes – to develop strategic plans and performance measurement against effective leadership
Operations and Control
To be accountable for the overall performance of the Manor’s activities (working through the Temple Board and Managers)
To take remedial action where necessary and to inform the Executive section of any significant changes (working through the Temple Board and Managers)
To establish an appropriate structure for the Manor and its management
To ensure appropriate and satisfactory systems are in place for monitoring each section at the Manor’s performance against plans and budgets (working through the Temple Board and Managers)
To put in place an effective system of controls through the Manor, covering non-financial as well as financial controls (working through the Temple Board and Mangers)
To ensure that the operating objectives and standards of performance are not only understood but owned by all management and employees
To ensure that the Manor and its activities comply with all applicable legal and regulatory requirements and, where appropriate, best practice i.e. all legal requirements (business, charitable, employment, health and safety, data protection, etc.) calling on additional expertise as required (working through the Temple Board)
To ensure that appropriate standards of conduct are established and complied with (working through Temple Board)
Ensuring the Manor’s operations and activities are kept under review, to provide continuous improvement in service quality and overall effectiveness, in collaboration with the Temple Board and taking account of the views of devotees throughout the Manor
To ensure that lessons learned are captured and properly documented and archived by carrying out regular annual reviews
Reviewing the overall Manor’s budget (prepare, arrange and supervise annual and monthly budgets) and performance in light of corporate and service objectives and making timely interventions and recommendations to Executive section (working closely with the Temple Board)
Providing effective management of the Manor’s resources via the budget, ensuring adherence to Manor’s standing orders, financial regulations and ensuring that spending remains within agreed limits (working closely with Temple Board)
Promoting and delivering effective performance standards and development of managers through the performance and development review process, including self development needs (working closely with Temple Board)
To identify the needs and support development of staff and partners to increase their competence in their respective areas
Co-ordinate and oversee all fundraising activities at the Manor (working closely with Temple Board)
Communication and Reporting
To report to the GBC body, GBC Secretary, National and Management Councils, Patrons Council, etc. regularly on the operation of the Manor’s activities both at general meetings and other times
To ensure that a system is in place for effective communication with management teams, other devotees and employees at the Manor
To be responsible and to plan and carry out an effective communications, marketing and publicity programme for the Manor’s activities and services including the Manor’s website, newsletter, literature produced for events and festivals, etc.
To manage and develop procedures for ensuring an effective public relations programme and handle media relations, using additional expertise as required
To network and liaise with relevant national, legal and community organizations, agencies, projects and initiatives to promote the Manor’s activities and strategy
Management
To monitor and evaluate the Temple Board
To monitor and evaluate the actions of the Committees (Patrons Council, EDC, Patron Working Committee, etc.)
To monitor and evaluate the actions of the Personal Assistant and Communications team
To appoint, build and maintain an effective management team and to ensure that remuneration packages are appropriate and adequate
To be responsible overall, for all dealings with Manor’s staff and their appointments (working closely with the Temple Board)
To monitor and oversee Resource (Capital and Revenue) Management at the Manor (working closely with the Temple Board)
The above accountabilities are not exhaustive and may vary from time to time without changing the character of the job or level of responsibility.
9) Equipment and/or resources:
TP Office, telephone, mobile phone, computer, access to a car
One full-time personal assistant
Foreign visits (GBC meetings, etc.)
Fuel allowance (for car use)
10) Knowledge
Knowledge of the things you use to do your service:
TP must be open to source of knowledge and experience of issues emanating from within ISKCON and without, which can assist him in improving all areas of responsibility specifically management processes, delegation, communication skills, counselling, Vaishanva philosophy. He must be well read in Srila Prabhupada’s books.
Skills are required to carry out responsibilities
Conflict resolution skills
Delegation skills
Effective problem solving and trouble shooting skills
Good communication and interpersonal skills – particularly listening and counselling skills
Leadership skills
Motivation skills
Negotiation skills
Planning and organizational skills
Project management skills
Resources management skills
Strong fundraising, financial planning and management and personnel management skills
Strong verbal and communication skills
Team building skills
Time management skills
Performance Standards
11) Minimum Performance Standards for Key responsibilities and how they will be measured:
Support:
The TP should develop a trusting and honest reciprocal relationship with devotees, giving them an opportunity to reveal their hearts and mind.
Guidance should be given to devotees in such a way as to enable them to solve their own problems (which may include going to another devotee, authority, etc.)
The TP should support the natural flow of temple authorities just like parents who are in superior position but serve the needs of their children being extremely careful not to upset policies or individuals. He should liaise with relevant authorities / committees as required.
Other Information
An accompanying document (titled ‘Additional Notes’) reiterates some of the key responsibilities in more details.
Additional Notes
Spiritual Leadership (notes accompanying 8 of the service description)
The Temple President (TP) is primarily a spiritual leader. The most important responsibility of the TP is to ensure that the temple is spiritually vibrant – that the residents and other leaders are enthusiastic in their practices of KC, chanting their rounds, learning about KC from classes or private reading, following the regulative principles, participating in congregational worship (specifically the morning programme), preaching and developing Vaishanva qualities and behaviour.
The TP should, therefore be exemplary in this personal spiritual life – particular attendance at the temple’s morning programme, conducting himself in a Vaishanva manner, being genuinely interested in the spiritual development of others, serving Vaishanva (e.g. serving prasadam), performing menial services, etc.
Ideally the TP is genuinely and noticeably enthusiastic about the practices of KC – chanting, attending kirtan (including harinam), preaching, learning about KC (reading and attending classes), etc.
The TP is responsible for encouraging those living in the vicinity of the temple – both those attending the temple regularly and those whose attendance has lapsed – in their development of KC. The TP makes himself available to residents, staff-members, and temple visitors to give spiritual counsel and support.
The TP is also a custodian of moral principles within the temple compound (i.e. building and grounds). If he receives a report of some misbehaviour by individuals/groups, he must take swift and appropriate action so as to uphold and be seen to uphold the moral standards set by Srila Prabhupada.
Similarly the TP also ensures that Srila Prabhhupada’s teachings are faithfully represented by those acting on behalf of the Society. No one, whether a resident, staff-member, or member of the public (while on the property), should be allowed to teach something which is not accord with Srila Prabhupada’s teachings (or the GBC body).
The TP is expected to fulfil a role in community events i.e. whenever an official representing the temple is expected to be present. This may include attending such events as the National Council of Hindu Temples meetings or maintain relations with dignitaries.
Whether the TP is involved in day-to-day management or not, there is a minimal level of input at the organizational level which is required. At least the TP must attend Temple Board, Middle Management, and Patrons Council meetings.
The TP’s behaviour provides a powerful example to others. He must model the organizational behaviour expected of others (e.g. compliance with the rules/policies). What the TP appears to give importance to through personal example, by the time allotted by him, by verbal endorsement will indicate the temple’s objectives/priorities.
