Contents

Introduction

Definitions

Biblical Merits

Benefits and Challenges

Encouragement

Pastor’s Discernment:
When is this the right path?

Prayer

Spouse/Family Discussion

Trusted Friends and Mentors

Personal/Family Finances

Church Finances

Capacity

Church Discernment:
When is this the right path?

Prayer

Financial Status of the Church

Philosophy of Ministry/Pastoral Ministry

Denominational Leadership Feedback

Questions to Consider

For the Pastor

For the Church

Talking to the Church

Talking to Your Leaders

Talking to Your Church Family/Members

An Opportunity for Hope

Setting Expectations

For the Pastor

For Church Leaders and the Congregation

Job Search:
What can a pastor do?

Epilogue

Recommended Resources

Training Leadership

Pastor’s Salary Research

Pastor’s Job Search

Introduction

Pastor Ben and New Horizons Church

New Horizons Church was once a ministry that many others aspired to emulate. In its golden days, it bustled with a thriving children’s ministry, a vibrant youth group and faithful, biblical preaching and teaching in all areas of ministry. But like many churches, it eventually faced hard times. The town it served began to decline when the local paper mill shut down. Families moved away for work, and cultural attitudes shifted — church became something people attended only if time allowed.

New Horizons struggled to navigate the loss of families and adjust to changing cultural views of church and Christianity. As young families drifted away — some leaving the faith, others joining newer, more energetic congregations — the church’s membership began to age. During this time, the pastor of 30 years retired and moved closer to his children and grandchildren.

Like many churches in this situation, the board and search committee believed that calling a younger pastor might bring renewal and draw in young families. They had recently sold their parsonage and received a large estate gift, giving them the resources to offer a competitive and fair compensation package to a young pastor and his family.

Pastor Ben was fresh out of seminary with a master of divinity. At 26 years old, married with two children under the age of five, he had already served as an associate pastor at a vibrant, growing church during his studies. Excited to step into a senior pastor role, Pastor Ben found his way to New Horizons. In terms of theology, vision and ministry philosophy, the fit seemed perfect. He accepted the call, and enthusiasm was high on both sides.

In the first year, families who had previously drifted away returned to see the new pastor. Some reconnected and stayed. Energy grew, and within a couple of years, Sunday school classes for all ages had been reestablished, with early discussions about starting a youth ministry.

For the first six or seven years, things went well. Pastor Ben faithfully preached the gospel, prayed for his flock and visited them in the hospital. But after the initial excitement wore off, the church plateaued. Some older members — who were also significant givers — passed away. The younger generation struggled to replace the lost income, while building repairs and rising insurance costs for the aging facility strained the budget.

Although the church had been able to offer a strong compensation package at the beginning, the estate gift eventually ran out. Pastor Ben had not received a raise in two years. In that time, he and his wife had welcomed two more children and purchased a home. Meanwhile, the costs of health insurance, utilities, groceries and other necessities had steadily increased. His income had not kept pace with inflation, and both Pastor Ben and the church felt the strain.

The congregation dearly wanted to increase his pay but simply lacked the financial resources to do so. Pastor Ben loved the church and community and desired to stay, but he began to wonder if it was possible on his current salary.

He started praying for wisdom on how to care for his family while remaining faithful to his pastoral calling. At the same time, the church treasurer and board chair, deeply appreciative of Pastor Ben and his family, also began seeking God’s guidance on how the church might help him through this difficult financial season.

Times have been changing — and continue to change — for churches and ministry. When we look at the current ministry landscape for pastors and churches, it can feel overwhelming. Shifting community dynamics and evolving models of ministry often leave pastors and churches wondering what comes next.

Many ministries have been impacted financially by these changes. As a result, numerous churches struggle to adequately support their pastors. Even apart from these shifts, most pastors are not compensated in a way that reflects the scope and weight of their work. Sometimes this is due to a lack of understanding, but more often it’s simply because churches cannot afford to do more — even if they want to.

Nearly fifty percent of evangelical pastors now hold second jobs. That reality is why we’ve created this guide — a resource for pastors and churches discerning how to make ends meet when full pastoral compensation isn’t possible. This is also a guide for pastors who feel called to work outside the church while still serving their congregation. While it won’t answer every question, it’s designed to help pastors and churches ask the right ones as they discern how to proceed in financially difficult seasons.

An important opportunity exists when money is tight: bi-vocational or co-vocational ministry. This is not a new concept — it’s a time-honored model of pastoral service.

Definitions

What is Bi-vocational and Co-vocational Ministry?

While both bi-vocational and co-vocational ministry involve a pastor’s working outside of church ministry for income, the motivations behind them differ.

A bi-vocational pastor works a secular or marketplace job because the church cannot financially support a full-time salary. This job is their primary source of income and benefits. Generally, a bi-vocational pastor serves in this way until the church is able to support them full-time.

A co-vocational pastor also works a secular or marketplace job, but does so out of calling, conviction or personal choice. In this case, the financial situation of the church is not a factor. Even if the church could offer full-time compensation, the co-vocational pastor chooses to maintain a presence in the marketplace for strategic, missional or theological reasons.

Biblical Merits

Though finances may be the immediate reason some consider bi-vocational or co-vocational ministry, there is strong biblical support for pastors working outside the church. Doing so is neither a step down nor a denial of the sacred calling to shepherd God’s people.

The clearest biblical example is the apostle Paul. At times, Paul supported himself by making tents (Acts 18:3-4). While in Corinth, he stayed and worked with Priscilla and Aquila — fellow tentmakers — working during the week and ministering in the synagogue on the Sabbath. He did not do this because he couldn’t or shouldn’t be supported financially (see 1 Cor. 9:1-18), but rather to avoid being a financial burden or stumbling block to the church (1 Cor. 4:12; 2 Cor. 11:7-9). He employed this same approach in Thessalonica (1 Thess. 2:9; 2 Thess. 3:7-8). This does not mean he never received financial support from churches (Phil. 4:15-18), but it shows that he was willing to work outside the church when needed.

Work — both inside and outside the church — is a God-given calling (Gen. 2:15).

It is integral to our human purpose. A pastor who works in both the spiritual and secular spheres models this principle, honoring God through vocation.

Benefits and Challenges

When considering bi-vocational and co-vocational ministry, it’s helpful to examine both the benefits and challenges.

Benefits

Financial Relief
One of the primary benefits is the relief of financial pressure on both the pastor and the church. As the pastor begins earning income from outside employment, the strain on the church budget is reduced. This allows funds to be reallocated to other areas of ministry, enabling the church to serve its members and community more effectively without exhausting limited resources. Additionally, the pastor may feel less financial stress, knowing that their livelihood is not entirely dependent on the church. This can remove the burden of feeling like a financial strain on the congregation and provide greater personal and family financial stability.

Community Stability and Engagement
Smaller churches that cannot afford a full-time pastor often face leadership turnover. However, bi-vocational and co-vocational pastors are more likely to settle in the community — owning homes, building relationships and becoming deeply invested in local life. Their income is not tied to the church’s fluctuating budget, which provides greater personal and vocational stability.

Natural Evangelism and Broader Reach
Pastors frequently find it difficult to connect with unchurched individuals due to the demands of internal church responsibilities — sermon preparation, meetings, pastoral care, administrative work and more. Working outside the church provides natural, consistent opportunities to engage with those outside the faith and model a missional lifestyle to the congregation.

Cultural Awareness
Pastors who work in secular environments gain a firsthand understanding of their communities and the challenges people face. This insight goes beyond what’s learned through social media, news or entertainment. It helps pastors and churches engage the culture more effectively and with greater empathy, enabling them to address real needs with wisdom and relevance.

Increased Freedom to Lead
Financial dependence on the church can make it difficult for pastors to lead with full freedom and conviction. Sometimes pastors hesitate to make bold, biblical decisions out of concern for job security. In contrast, bi-vocational and co-vocational pastors are less vulnerable to this pressure since their income is not entirely tied to church approval or internal politics. This freedom can strengthen pastoral integrity and courage.

Congregational Involvement
When a pastor works outside the church, their time for ministry is more limited. This necessitates the involvement of lay leaders and members in carrying out the work of the church. It aligns with Ephesians 4:12, where pastors are called to equip others for ministry. The church becomes healthier as it raises up volunteers and distributes leadership, avoiding unhealthy dependence on a single person.

Mental and Emotional Balance
Working outside the church can provide a healthy mental and emotional break for pastors. Ministry is spiritually and emotionally demanding. Having a second job allows pastors to shift focus and experience a different pace of work, which can help prevent burnout. When ministry expectations are realistic and shared among the congregation, pastors can find renewed energy in both roles.

Challenges

Time Demands
The most significant challenge is the demand on a bi-vocational or co-vocational pastor’s time. These pastors must remain accessible — but they won’t always be available. Clear communication is key. Congregants must know how to reach the pastor but also understand that immediate responses may not always be possible. The pastor must possess or be willing to learn strong time management skills and must prioritize tasks carefully. Elders and deacons will need to step up — handling theological questions, visitations, benevolence needs, meal coordination and other practical responsibilities. Ideally, this kind of teamwork should happen in any church, but it becomes essential in bi-vocational/co-vocational models. It is also helpful to let the congregation know clearly when you are or will be available for office hours or other types of meetings.

Adjusting Expectations
It may take time for the church to adjust to the pastor’s limitations. The pastor and church leadership must clearly communicate those limits and reinforce them consistently. The pastor’s time — especially time off and vacation — must be protected. Creativity and intentional planning will be required to ensure balance between work, ministry and family life.

Identity Struggles
Some pastors may struggle with their sense of identity in this model. There is sometimes a stigma (spoken or unspoken) that views full-time ministry as more legitimate. Bi-vocational/co-vocational pastors must continually remind themselves of their calling in Christ and take encouragement from the unique gospel opportunities afforded by their marketplace role. It is important for bi-vocational/co-vocational pastors to see the bi/co-vocational model as an opportunity rather than a shortcoming.

Shifting Church Culture
Historically, pastors have been expected to do everything — from preaching and counseling to building maintenance, event planning and administration. These expectations are unsustainable for anyone — especially a bi-vocational or co-vocational pastor. There are times that pastors have taken on more responsibilities than the congregation expects. This could be driven by the sense of needing to fulfill expected hours, not knowing how to delegate and raise up workers and leaders or not trusting others to do some of the work. In the end, pastors often find themselves in situations where they are doing more than should be expected. Churches must shift their mindset. Members should be equipped and empowered to serve. That includes training elders, deacons, Sunday school teachers, small group leaders, hospital visitors and others. Pastors are not the only ones gifted or authorized to serve in these ways. The goal is a fully mobilized church, functioning as the body of Christ (Ephesians 4:11–16).

Encouragement

Bi-vocational and co-vocational ministry may sound daunting but it is both possible and powerful. It is not a lesser form of ministry. Pastors in these roles should be honored, encouraged and supported. This model of ministry deserves to be celebrated.

Bi-vocational and co-vocational ministry is a beautiful expression of God’s multifaceted grace. When we stand before Christ, both full-time and part-time pastors and the churches that supported them will rejoice. Each will have faithfully lived out their calling, embraced its unique challenges and glorified God through it all.

Pastor’s Discernment:
When is this the right path?

Pastor Ben

Before Pastor Ben spoke to anyone in the church, he first spoke to the Lord in prayer. He laid before God all his worries and needs. He repented of times when he had not trusted the Lord to provide and confessed his fears about what might lie ahead for his family and himself if the financial situation did not change. He asked God to reveal and correct any immaturity in how he had managed his personal and family finances, and he regularly sought the Lord’s help to steward well his “daily bread.” He prayed that the Lord would guide his wife and children when it came time to discuss these matters with them.

Pastor Ben also prayed for wisdom for the church leadership and congregation. He prayed for a renewed spirit of good stewardship and generosity, as well as for hearts that would be open to possible changes in how they engaged with pastoral ministry. As he prayed, his love for the church deepened, but it also became clear to him that pursuing bi-vocational ministry might be the wisest path forward.

Once Pastor Ben reached that conviction, he sat down with his wife, Emily, to share his thoughts. Emily was relieved; she had been feeling the weight of their financial situation and the demands of ministry but wasn’t sure how to start the conversation. Together, they prayed and discussed what bi-vocational ministry might look like. They laid both their hearts and their finances before the Lord, reviewed their budget and looked for areas to cut back. But the truth was, they were already living frugally. Eventually, they included their older children in the conversation, prayed together and talked about the potential changes — whether Dad might work during the day, at night or in another flexible arrangement.

As he continued to pray with his family, Pastor Ben reached out to local pastoral friends, mentors and seminary contacts. He asked them to pray and sought their counsel on the best way forward. Many affirmed that bi-vocational ministry is both a valid and honorable calling. Several prayed earnestly that giving in the church would increase. All listened with compassion and lifted Pastor Ben and his family before the Lord.

Taking both his household and church budgets into his study, Pastor Ben prayed over them and asked for God’s wisdom. He examined the church’s income and considered areas where expenses might be reduced. He did the same with his own budget and determined a modest figure for how much the church fell short in providing fair, full-time compensation. Using online tools and compensation guidelines, he sought to think clearly, humbly and trustingly about the numbers.

Pastor Ben also made a list of all his weekly responsibilities. These included preparing the worship service — selecting Scripture readings and readers, choosing songs, organizing elders to pray, preparing the sermon and creating the bulletin. The church held a Sunday evening service, which he also preached and led. He led the Wednesday night prayer meeting and a Thursday night small group. He visited nursing homes and hospitals, mowed the lawn and shoveled snow. If repairs were needed, he coordinated with contractors and service workers, researched insurance policies and internet plans and oversaw building maintenance. He was an ex-officio member of all committees, attending and often chairing meetings. He was expected to lead all official board meetings and even plan vacations around them. He locked and unlocked the building for events, whether church-related or private, and was on the call list for fire alarm issues.

While not every task happened every week, the cumulative load was heavy. Pastor Ben began to consider which responsibilities could be delegated or dropped. He wrestled with whether he could realistically shepherd the congregation while working an outside job — and whether he could develop the skills to make it work. Though the details weren’t fully clear, he felt hopeful about the opportunities bi-vocational ministry could bring and resolved to move forward in faith.

In this section, we want to briefly offer guidance for pastors considering whether bi-vocational or co-vocational ministry is the right path. There are many factors to consider — personal, family-related and congregational — before stepping into this kind of ministry role.

Prayer

It may seem basic or obvious, but any discernment process must begin with prayer. When ministry becomes overwhelming, it’s tempting to make quick, reactionary decisions. While some ministry matters do require swift action, the decision to become bi-vocational or co-vocational is not one of them.

The pastor should take time to pray and reflect on the condition of their heart, ministry, family, finances and church.

In prayer, we confess God’s goodness, our struggles, temptations and sins. The pastor must seek God’s wisdom and provision, confess their trust in the Lord and ask for clarity and correction in areas where their heart or thinking may be off. God promises wisdom to those who ask (James 1:5-8).

The pastor should also pray with and for their spouse and family. Involve them early in the discernment process — especially the spouse. Talk and pray together about what is best for the family and the church. When there is clarity, talk with the children, as appropriate to their age and maturity. Children should not be excluded, but included carefully and gently. Help them feel part of the process through honest, age-appropriate conversations and shared prayer.

Finally, the pastor must pray with and for the church. Ask God to soften hearts, provide unity and grant discernment. Pray that the church would be open to hearing, understanding and following God’s will. Change is hard — for individuals and especially for groups — so seek the Lord’s help for wisdom, clarity and peace.

Spouse/Family Discussion

After extended prayer, pastors must sit down with their spouse to talk honestly about what they’re sensing. These conversations should include financial realities, spiritual impressions and how the family has been praying through the process.

Make space for questions, concerns and especially prayer. Be gentle and patient — this may be a lot for a spouse or family to process. The pastor must give their spouse freedom to speak honestly. If the spouse isn’t called to this path, it’s likely the pastor isn’t either. If the family isn’t on board, moving forward may only create unnecessary conflict. While children should not make the decision, their voices and needs should still be considered, depending on their age and maturity.

Trusted Friends and Mentors

It’s vital that pastors have trusted friends or mentors to speak into their lives. Seek out those who are wise, prayerful and honest. These could be fellow pastors, mentors or spiritually mature friends. Invite them into the process — share your thoughts, doubts and hopes, and be willing to listen to theirs (Prov. 11:14).

However, proceed with caution when discussing this with members of your own church. Oversharing too soon or in the wrong context could cause confusion or division. Use discretion and make sure any such conversations are grounded in trust and confidentiality.

Personal/Family Finances

The decision to pursue bi-vocational or co-vocational ministry must include a careful review of finances and motivation. For co-vocational pastors especially, it’s important to ask: Is this truly a calling to be present in the marketplace, or is it primarily driven by financial desire?

While earning a reasonable income is not wrong, the love of money and greed must be resisted (1 Tim. 6:10; Titus 1:7; Heb. 13:5).

Pastors should honestly evaluate whether outside work is necessary due to church limitations or if better financial stewardship and budgeting could resolve the issue.

Before making the decision, pastors should carefully review their current financial situation and motivations. This self-assessment is essential for discerning whether bi-vocational or co-vocational ministry is truly needed.

Church Finances

After reviewing personal finances, the pastor must evaluate the church’s financial capacity. Can the church truly not afford to support a pastor reasonably? Or does the issue lie in misplaced priorities or a lack of understanding about pastoral compensation?

If the church has the means but is failing to care adequately for its pastor, difficult conversations may be necessary. In some cases, outside counsel (such as denominational leaders) may need to be brought in to help facilitate change. However, many churches genuinely cannot provide full-time financial support, and in those cases, the pastor must lovingly and clearly communicate the realities — especially to church leadership.

The pastor should gather local cost-of-living data, housing costs, utility expenses and average wages. This research will help the church understand the real financial pressures the pastor faces. Unfortunately, some long-time members may hold the mistaken belief that Scripture teaches pastors should “make do with less.”

While pastors should not seek wealth through ministry, it is not wrong to expect fair and reasonable support (1 Tim. 5:17-18).

Be prepared to share facts and to face criticism with grace and humility. Financial discussions can be delicate, but they are necessary.

Capacity

Finally, the pastor must assess their own capacity — emotional, physical, mental and spiritual. Bi-vocational and co-vocational ministry, while beneficial in many ways, does divide a pastor’s time and energy across family, outside work and church ministry.

Not everyone in the church will understand or respect these limitations. The pastor must ask:

Do I have the capacity to serve my family well while also fulfilling my ministry and work obligations?
Do I have the capacity to prepare sermons weekly?
Can I communicate clearly and consistently with church leadership?
Can I be accessible without being constantly available?

This model of ministry demands good time management, firm boundaries and a well-maintained calendar. Without clear systems and strong discipline, the pastor — and potentially the church — will suffer. Honest self-assessment is essential.

Church Discernment:
When is this the right path?

New Horizons Church

New Horizons Church’s treasurer and board chair felt the weight of what the church was facing financially. Together they committed to fasting and praying for the church and its finances every Monday at lunchtime for one month. After this month of fasting and praying they met together for lunch to break their fast, enjoy some fellowship but most importantly discuss what they might be sensing the Lord leading them to do or propose.

During this time the board chair did some googling on how pastors and churches can navigate financial hardship. While many websites offered consulting services, financial campaigns, curriculums and the like, one possibility caught his eye. He read a few articles about bi-vocational ministry and discussed what the treasurer might think about this possibility. It had very solid biblical support, but they didn’t want to force this model without prayer and a bit more research and consideration for the church and pastor Ben and his family.

After looking over the budget individually, doing some research on cost of living and using online resources to help understand fair pastoral compensation, the treasurer and board chair met again two weeks later. They found a couple areas the church may be able to cut back, but not enough to make a change in what they were able to offer pastor Ben. It seemed more and more clear that they wanted to talk to pastor Ben about how he was feeling and what bi-vocational ministry might look like in the church.

Before asking for a meeting with pastor Ben, they discussed different things that might need to change in the church if pastor Ben had to work outside the church. They even called their conference president and regional superintendent to ask their thoughts and if they knew any churches that had to walk through this process. Denominational leadership was prayerful and offered helpful considerations. They encouraged the treasurer and board chair to approach this topic carefully and slowly with pastor Ben, but thought it was best to invite his thoughts and feelings on the issue.

A church is often best served by considering bi-vocational or co-vocational ministry during a pastoral transition. It is far easier for both pastor and church to begin their relationship with clear expectations regarding the ministry model. However, this ideal scenario is not always possible. There are times when a church must transition to a bi-vocational or co-vocational model with their current pastor — a process that can be challenging for both parties.

In the previous section, we explored a discernment process for pastors. Here, we outline a similar (though distinct) process for churches. While there are overlapping themes, churches face unique group decisions — some of which may not directly involve the pastor.

Prayer

Churches often feel the weight of pastoral searches and recognize the importance of prayer during those times. Many pray for the “right person” and that the Lord would lead this individual to them — but fewer pray about what model of pastoral ministry is best for their context.

The church leadership team and search committee must spend time in prayer and discernment, evaluating both their current resources and the unique needs of their church. Seek the Lord’s wisdom on whether to pursue full-time, bi-vocational or co-vocational ministry. Ask God to soften hearts that may carry stigma toward pastors who work outside the church, and to provide clarity and unity.

Above all, pray that God would be glorified in whatever model is chosen and that the church would be faithful in supporting and caring for its shepherd — whether through full financial support or by blessing them as they also labor outside the church.

Financial Status of the Church

As the church continues to pray and reflect, it must be honest about its financial situation. Many churches are not consistently reviewing their budget, income and expenses — and some do not budget at all. Regular financial evaluation is healthy for any church, but it becomes essential during times of pastoral transition.

Churches should not begin seeking resumes from pastoral candidates without first understanding what they can realistically offer in compensation. It’s also critical to assess local cost of living — housing, utilities, food, insurance, taxes, etc. — to understand what kind of salary is fair and livable in that context.

A livable wage is one that allows a family to maintain a reasonable standard of living independent of other income sources. This wage should not consider any income earned by other members of the household. For instance, a spouse’s income should never factor into a church’s planning for a pastor’s salary. A livable wage varies by location, since the cost of living differs greatly between areas.

A church must determine what constitutes a livable wage for the pastor, based on the work they are asking them to do. A helpful question to consider is: “What would it take for our pastor to live here so that their spouse does not have to work, and the needs of the family are met?”

While this ideal may not always be achievable, it helps orient hearts and minds toward a more compassionate and realistic understanding of what a truly livable wage means.

Churches should aim to compensate pastors in a way that allows them to provide for their family’s basic needs: shelter, food, clothing, healthcare, transportation and more. A church should never expect a pastor to rely on food stamps or welfare. Whether or not a pastor chooses to apply for government assistance is a personal decision — but the availability of such aid should not be a factor in the church’s determination of a livable wage.

If a church cannot afford to provide a reasonable full-time salary, it must be open to a pastor working outside the church.

It is unjust to expect full-time work without fair compensation simply because “they’re a pastor.” Churches must take financial stewardship seriously and care well for those who care for them. When full compensation isn’t possible, they must support the pastor in seeking outside employment while continuing to shepherd the flock.

Philosophy of Ministry/Pastoral Ministry

As churches pray and have honest financial conversations, they must also wrestle with their philosophy of ministry — the theological convictions that guide what they do and why they do it.

Many churches claim to be guided by Scripture but rarely evaluate their ministry practices in light of it. Often, expectations for a full-time pastor are based not on biblical conviction but on tradition: “It’s what we’ve always done.” These assumptions may also include the belief that the pastor should do all (or most) of the ministry.

A healthy, biblical philosophy sees the pastor as an equipper — someone who leads, teaches, trains and mentors others to do the work of ministry (Eph. 4:12). Full-time pastors aren’t paid to do everything themselves; they are freed up to focus on preaching, prayer and equipping the body. Whether a church has a full-time or bi-vocational pastor, all churches must examine their expectations in light of Scripture and make necessary adjustments.

Churches that cannot afford a full-time pastor must adjust more quickly. They must recognize that the pastor will have less time for direct ministry.

This means more ministry must be carried out not only from a biblical mandate but also from practical necessity. In a bi-vocational or co-vocational church, there is little room for “pew-warming.” It’s an all-hands-on-deck model of ministry.

Denominational Leadership Feedback

Churches may feel overwhelmed by the pastoral search process — or by the realization that they can no longer fully compensate their pastor. This is why it’s wise to seek help from trusted outside counsel.

When navigating the path toward bi-vocational or co-vocational ministry, churches should not hesitate to reach out to conference, regional or denominational leadership. These leaders can provide valuable insight, having walked with other churches through similar transitions. They can offer wisdom, encouragement and practical guidance tailored to the church’s specific situation — far beyond what this guide alone can provide.

Churches don’t need to walk this path alone. God has surrounded them with a broader body of believers — leaders, mentors and fellow churches — who are eager to help.

Questions to Consider

As a brief recap of the previous sections, here is a list of guiding questions to consider when discerning a move toward bi-vocational or co-vocational ministry. This list is not exhaustive, but it’s intended to “prime the pump” for thoughtful, prayerful conversation.

For the Pastor

Have you fully prayed and submitted your decisions and pursuits to the Lord?

Have you prayed with your spouse and family?

Have you asked wise friends and mentors to pray for you?

Have you wrestled in prayer with your motivations for pursuing this path?

Have you talked through this decision and process with your spouse and family?

...

Have you allowed your spouse and family the freedom to speak into this decision?

Have you prioritized regular check-ins with your spouse/family to evaluate how things are going (annually, monthly, weekly, daily, etc.)?

Have you sought wisdom from trusted friends and mentors?

Have you taken a close look at your personal and family finances?

Are you certain working outside the church is necessary?

...

Do you currently budget well, or do you need help with money management?

If help is needed, have you asked for it?

Have you reviewed the church’s finances?

Are there areas where you and the church could scale back or adjust the budget?

Have you taught on biblical stewardship?

...

Have you discussed your discernment process with church leadership?

Have you committed to leading this process with patience?

Have you explained what it would look like to have a bi-vocational/co-vocational pastor?

Have you outlined the benefits and challenges and invited them to pray through this process with you?

Have you considered how to equip others in the church to support this transition?

...

Have you planned how to present those equipping efforts to church leadership?

Have you thought through how to graciously and patiently shepherd those who may struggle with this shift?

Have you considered how to help them acclimate to the idea of a bi-vocational/co-vocational pastor?

Have you realistically assessed your capacity for bi-vocational/co-vocational ministry?

What strategies will you implement to manage your time?

...

Have you talked with your family about prioritizing them so they don’t get lost between work and ministry?

Do you understand what it means to be accessible but not always available?

Can you clearly explain this to help the congregation understand?

What limitations will you have, and how will you explain them graciously and clearly to the church?

Have you thought through whether you will have regular office hours or time of availability based on what your outside employment may be?

...

Have you considered what time off and vacations might look like in this model?

Are you comfortable requesting time off when needed?

For the Church

Has your church leadership been praying about this model of ministry?

Have you prayed specifically about the church’s finances and sought God’s direction?

Have you asked the Lord for wisdom concerning your current and/or future pastor and ministry needs?

Have you prayed for provision, whether to sustain a full-time model or to support a bi-vocational/co-vocational one?

Have you prayed for unity in whatever direction God leads?

...

Has the church leadership conducted a thorough review of the church’s finances?

Does the church have an annual budget?

If not, has leadership sought help in creating one?

If yes, is the budget followed, and does it reflect the church’s true income, needs and goals?

Has the budget been reviewed for unnecessary or wasteful spending?

...

Has the church researched the local cost of living (e.g., rent, utilities, insurance, groceries)?

Has the church assessed average household incomes in the congregation or local area?

Does the church provide a parsonage?

If yes, have the equivalent compensation value and tax implications been calculated?

If not, has a reasonable housing allowance been considered, including its tax impact?

...

After this research, is the pastor being compensated fairly and adequately?

Has the church evaluated its expectations of the pastor in light of Scripture?

Are there tasks currently expected of the pastor that should not fall solely on the pastor’s shoulders (e.g., calling contractors, cleaning, printing bulletins)?

Has leadership fostered an environment where the pastor can request help and equip others for ministry?

Is the pastor responsible for all visitation, recruiting, organizing, greeting, etc.?

...

If so, is the church open to being trained and equipped to take on these roles?

Are there meetings the pastor does not truly need to attend?

If yes, how can the pastor be kept informed of what takes place in those meetings?

Is the church prepared to understand that the pastor is accessible but not always available?

Who will be the point of contact for true emergencies when the pastor is unavailable?

...

Has the church sought outside counsel?

Has the leadership consulted denominational leaders or churches experienced with bi-vocational/co-vocational models?

Talking to the Church

Pastor Ben and New Horizons Church

After the next monthly board meeting, the board chair and treasurer approached Pastor Ben and asked if he had time to meet in the next week or so. Pastor Ben said yes, but asked if he could know why they wanted to meet. They were open and honest, explaining that they wanted to discuss the church’s current financial situation and share some thoughts they had about it. Pastor Ben agreed, sensing that this might be a good opportunity to share where the Lord had been leading him regarding bi-vocational ministry.

One week later, Pastor Ben met with the treasurer and board chair. They began by expressing their love for him, his family and his leadership, while also acknowledging that things had been financially difficult. They invited him to share openly about how he was feeling.

Pastor Ben felt it was the right time to speak honestly. He expressed his deep love and commitment to the church, but also shared how tight things had become financially. He explained how he had been praying, reviewing both his family and church budgets, and that he had a proposal for them. This piqued their interest.

Pastor Ben asked if they had ever heard of bi-vocational ministry. At this, their faces lit up. What followed was an encouraging, though lengthy, conversation about what it would look like for both Pastor Ben and the church to pursue this path. Together, they developed a plan and statement to present to the full church board, committing to pray and fast in the weeks leading up to the next meeting.

At the next board meeting, the chairman presented the statement and plan. At first, there was silence, followed by questions about how ministry would be handled, especially visits and emergencies. Pastor Ben answered honestly, assuring them that he would still try to visit but would need to train teams to lead in many areas when he was unavailable due to work and family responsibilities.

While there was some hesitation, the board agreed to present the plan to the congregation. Before doing so, Pastor Ben would spend a month preaching through Ephesians 4:11, casting a vision for the church to take a more active role in its day-to-day ministry. After that month of teaching, the board called a special business meeting.

At this meeting, the board chair and treasurer shared both the church’s financial status and the plan for Pastor Ben to become bi-vocational. Many members understood and felt deeply for Pastor Ben and the leadership. Some believed they could find the necessary funds through better budgeting. Others suggested that young people simply needed to give more. Still others felt Pastor Ben should accept the lower income and move to a smaller, more affordable home. Pastor Ben remained calm and gracious, even toward those who did not fully understand the details. The meeting ended without a final decision but with a call to pray, fast and submit questions over the next month while the board did the same.

Over the following month, Pastor Ben continued to pray, shepherd, teach and answer questions. Not everyone agreed with the idea, but most began to understand and were willing to take it one day at a time. By the next special business meeting, people were tired but ready to decide. During the meeting, more details were shared, including a plan to train visitation and property teams. A vote was taken, and the decision to allow Pastor Ben to pursue a second job passed unanimously. Though hesitations remained, the Lord brought a sense of unity to the church during a difficult and uncomfortable season.

Once all the prayer and internal considerations have been addressed, it’s time to speak to the church. This part of the process must not be rushed or approached casually.

Change is difficult for most people — and even more so for groups, especially when they’ve been deeply invested in something for a long time. The longer someone is part of a ministry, the harder it may be to recognize the need for change or to embrace it.

Leading people — individually and corporately — through ministry transitions requires prayer, time, patience, clarity and grace.

Talking to Your Leaders

The first group to have this discussion must be the church leadership. If the pastor is initiating the conversation, they must be prepared to answer questions and address concerns. It’s helpful to write out key points ahead of time and review them thoroughly before presenting. The pastor should be clear and honest about their own situation and the church’s realities. They must be ready to explain both the biblical models of pastoral ministry and the practical benefits and challenges of a bi-vocational/co-vocational approach.

The pastor should approach this conversation with humility and patience, avoiding defensiveness even if some leaders don’t understand or resist the idea. There also needs to be clarity about what this shift would mean practically — how church life and ministry rhythms might change. Some details may remain unclear at this stage, especially those dependent on the type of job the pastor takes and the hours required outside the church.

If the church leadership or an individual elder initiates the conversation, the same posture of humility and patience applies. Whether the discussion arises during a pastoral transition or with an active pastor in place, it must be handled with clarity and care. Even leaders can struggle with change, especially if they’ve only ever known full-time pastors. Some may have questions about church or pastoral finances. It’s appropriate to discuss the church’s financial realities in detail, but this is not the time to pry into a pastor’s personal finances — though the pastor should feel free to share struggles and receive a compassionate response.

These leadership conversations are crucial. This is where direction is discerned and where hearts and minds are united under Christ to shepherd the church well.

Leadership discussions must aim for understanding, unity and clarity before any conversations take place with the broader congregation.

Once leadership and the pastor are aligned (some of the logistics will be discussed in the “Setting Expectations” section), the pastor and/or leaders should call a members’ meeting to inform and engage the church family in this process.

Talking to Your Church Family/Members

When the time comes to address the church family, the pastor and leaders must approach the conversation with equal or even greater levels of grace and patience than they used with leadership. While churches are called to unity, they are not called to uniformity. Every believer, though saved by grace through faith in Christ, still wrestles with sin — just as the pastor and leaders do. People will come into this conversation with different assumptions, past experiences and levels of understanding.

The leadership must be prepared to teach, lead, explain and offer biblical clarity, while showing gentleness and patience with concerns.

Different groups within the church will likely respond to change in different ways:

Older members who have been at the church longer than the pastor may be most resistant to change, especially if it happens quickly. Younger members who have been at the church longer than the pastor may adapt more easily but still need guidance. Older members who joined after the pastor may be more open to change, though some resistance could remain. Younger members who came after the pastor typically show the least resistance to change.

The church leadership will need to assess potential resistance and develop a strategy to teach, lead and walk with people through change in a wise and gracious manner. It may be helpful to invite experience bi-vocational/co-vocational pastors and leaders to share their experience with the church. A current bi-vocational/co-vocational pastor and some of their leaders in the area or denomination may be able to encourage a congregation who feel overwhelmed with what this kind of ministry involves.

An Opportunity for Hope

This season of discussion and discernment can become an opportunity for hope and unity. It’s essential to frame it not as a failure, but as an opportunity. While some may interpret the shift as a result of financial hardship, that doesn’t need to be the narrative.

God is faithful to both large and small churches — those with generous budgets and those with modest means. Faithful ministry can and does happen in both settings.

The pastor and church leadership must be prepared to calm fears, offer comfort and point the church to the hope of God’s sustaining hand through this transition.

Setting Expectations

Pastor Ben and New Horizons Church

Over the next month, Pastor Ben, the treasurer and the board chair met weekly to discuss details regarding time commitments, expectations and compensation. The conversations were not always easy or comfortable, but they prayed together, sought the Lord’s guidance and developed a plan for visitation, property care and other responsibilities.

The deacons agreed to rotate in leading the weekly prayer meeting, and Pastor Ben was given the flexibility to miss as needed. They decided to discontinue the Sunday evening service — due to low attendance — and instead launch a second small group led by a deacon. The current church small group would split, with some members joining the new group. To make things easier for Pastor Ben, he and Emily offered to host the other small group at their home so he wouldn’t be out another night of the week. The idea was Emily’s, so she was fully on board with the decision.

Using various resources, they determined a fair salary for a part-time pastor. At the next board meeting, the written expectations and salary plan were presented. With only a few questions, the board accepted the proposal and shared it with the congregation. Though the process had its challenges, the church entered this new season with cautious optimism and a renewed trust in the Lord’s provision.

One of the most important aspects of moving to a bi-vocational/co-vocational ministry is setting expectations. Churches often assume they can figure things out as they go — and to some extent, that will happen, since unforeseen situations always arise. However, the pastor and church leadership must take time to pray, discuss and plan how the ministry should look, while also anticipating potential issues. Not everything can be predicted, but much can be prepared in advance.

The pastor and church must work together to establish clear expectations regarding time and ministry responsibilities. They should outline who is responsible for various areas of ministry. As these discussions develop, expectations must be written down and agreed upon. Many churches do not have a written job description for their pastor — let alone for other ministry leaders. This must change.

Written expectations for the pastor, church leaders and ministry teams are essential so that everyone understands their responsibilities and can regularly review them. This promotes transparency, healthy accountability and helps prevent the tendency to expect too much or too little from one another.

For the Pastor

A helpful exercise for pastors and leadership is to assess weekly time expectations. Use a whiteboard or flip chart to list everything the church expects the pastor to do each week — prayer, sermon preparation, teaching Sunday school/leading a small group, leading meetings, evangelism, community involvement, etc. Then assign a time estimate to each task. Add up the total and compare it to the number of hours in a week (168 hours). This often reveals unrealistic expectations. Does the pastor have any time left for sleep, meals or family? Are they being asked to do more than humanly possible?

While a job description may not detail exact hours for each task, it should clearly define the general scope of responsibilities. The pastor should primarily focus on praying, the studying and teaching of the Word (both in and out of the pulpit) and equipping others for ministry. Many tasks that pastors take on simply because they’re around or available can and should be done by equipped volunteers. For example, if someone can compare internet plans for their home, they can likely do the same for the church.

Just because a pastor can do something doesn’t mean it should fall on their shoulders. The church must protect the pastor’s time so they can focus on prayer and the ministry of the Word (Acts 6:4; 20:17-38).

Agreed-upon expectations must be written down. This protects the pastor from being pulled into non-essential tasks and brings clarity and freedom to serve according to their gifting.

The pastor and church leadership should plan regular check-ins to assess how things are going and to adjust responsibilities as needed for the health of both the pastor and the church. A written job description is not a tool for control — it is a guide to encourage clarity, balance and faithfulness.

For Church Leaders and the Congregation

Whatever the pastor is not responsible for must be done by someone else. This is where a biblical view of church leadership (ecclesiology) becomes crucial. A plurality of elders is essential to support the pastor in prayer, study, equipping and oversight. Deacons also play a vital role in assisting the pastor and elders with practical ministry and care.

While a full explanation of the roles of elders, deacons and other leaders is beyond the scope of this guide, many helpful resources are available to assist churches in developing healthy, biblical church structures (see Recommended Resources).

The church must prepare for situations when the pastor is not available. For instance, they may not always be able to open the building early, turn on the heat or do hospital visits — especially on short notice or during emergencies. While the pastor shares a shepherding role with the elders, all members are called to care for one another as part of the royal priesthood (1 Peter 2:9).

The pastor does not possess mystical powers that make their prayers more effective than anyone else’s. Scripture calls all believers to pray and care for each other (Acts 2:42; Gal. 6:2; Eph. 5:16-17). Churches should take intentional time to identify tasks that others can take on in this model of ministry. This is not a burden — it’s an opportunity for the church to grow, be equipped and glorify God by caring for one another and the broader community.

Salary Agreement Considerations

Money can be a difficult and divisive topic, but it must be discussed honestly. For a church in pastoral transition, the salary must be clearly set before seeking applications or candidates. Knowing what the church can afford helps both the church and the candidate discern fit and expectations.

There is no one-size-fits-all formula for a pastor’s salary. Churches need to evaluate their resources — budget, income, expenses and whether they have a parsonage. They also must consider the cost of living in the local community. Some churches use what local teachers make. Educational requirements are similar. Often you can find online what the teacher salary scale is for your local school district(s). The pay scale is usually done by years of service, and by education. This idea does come with a caution: while some schools are in line with what the local cost of living is for an area, many areas underpay their teachers. If the expectation is that the pastor will live nearby, the salary package must reflect local housing, utilities and cost of living.

If the church does not provide a parsonage, it should consult real estate agents or do online research to determine what housing costs are in the area. The church also needs to determine what a fair and livable wage looks like. This may include research into the average and/or median income of church members or the local economy.

To do this without intruding, churches may invite members to anonymously submit income information for general budgeting awareness. This helps ensure the pastor is not the lowest-paid person in the congregation — an unfortunate reality in some churches.

A fair salary today does not look like it did 10, 20 or 50 years ago. Housing, food, healthcare and insurance costs have all risen significantly, but pastors’ salaries have not always kept pace.

If the church cannot afford to fully support a pastor, they must allow them to work outside the church to make up the difference.

However, the church should not dictate how much money the pastor can earn externally. The church’s role is to state what it can offer in compensation and how many weekly hours that compensation covers.

It may be wise to seek outside counsel to help guide salary research and discussion. Every community and church context is different, and there is no universal equation. The goal is simply this: to adequately compensate and care for the pastor and their family as they labor to care for the church. At the end of this guide are some resources that may be used to help with assessing a fair salary for a pastor.

Job Search:
What can a pastor do?

Pastor Ben

As Pastor Ben and the church worked through the changes needed for this new season, Pastor Ben also needed to find a second job. Thankfully, the church allowed him to use some of his ministry time to write his résumé, apply for jobs, attend interviews and even pursue certifications if necessary.

Pastor Ben had not worked outside a church setting since college, and most of that experience had been in retail. He wasn’t sure what kind of job he could do now. He considered getting certified to sell insurance, obtaining his real estate license or applying to sell cars at a local dealership. Though nervous, he trusted the Lord to lead and provide.

Pastor Ben reached out to friends who were bi-vocational for wisdom and insight, and he also contacted a job coach to help him write his résumé and identify transferable skills from his years as a lead pastor. It took time, creative thinking and collaboration between Pastor Ben and the church, but eventually he secured a position in program leadership at the local Boys and Girls Club — a job that also provided some flexibility during the day to attend to church needs.

A common concern for pastors entering bi-vocational ministry is the question of what job opportunities are available. This isn’t as significant a concern for co-vocational pastors, as they often already have a full-time job or marketplace expertise and are now adding pastoral ministry. The pastor going bi-vocational is doing the reverse — they are adding a marketplace job to their existing pastoral role. Many pastors in this situation struggle to believe they can do anything outside of traditional ministry. Often, they have attended Bible college and/or seminary and only hold ministry-related degrees and experience. So, what can pastors do for work outside the church?

A lot depends on how much income the pastor needs. If only a modest supplemental income is required, participation in the “gig economy” may suffice. The gig economy includes freelance or contract jobs that can be done on the side and with a flexible schedule. These might include driving for Uber, delivering for DoorDash or offering services like editing, coding or graphic design. Some of these pursuits may require additional training or learning.

Pastors have also found jobs driving buses, chaplaincy, working with funeral homes, substitute teaching or entering sales fields such as car sales or insurance. There’s also the possibility of working hourly retail jobs and leveraging pastoral skills — like organization, people management and communication — for supervisory or management positions.

This season of transition can feel daunting and uncertain. Pastors must continue to pray and seek the Lord’s guidance. Thankfully, there are helpful resources available for assessing skills, writing resumes and preparing for interviews. One of the most helpful resources is “I Help Pastors Get Jobs” by Eric Hoke. He has also written “Market Street Pastor,” a book that helps pastors assess what types of jobs they might be suited for. His website offers a wealth of wisdom and resources, with even more available to those who purchase the book. While the process can feel overwhelming, Hoke offers thorough and concise guidance on entering the secular job market.

Pastors possess many valuable skills they often overlook. While they may not be trained to build houses, develop smartphone apps or perform surgeries, they are skilled in working with people, organizing volunteers, planning events and offering care and counsel. There are opportunities for pastors beyond the church — they just may need a little help and direction in finding them.

Epilogue

Pastor Ben and New Horizons Church

After a few years of working bi-vocationally, New Horizons Church and Pastor Ben have found themselves settling into a positive new ministry rhythm. While the church remains on a tight budget, it has grown in unity as members share the ministry burden. The transition was neither smooth nor easy, but through prayer, grace and love, the congregation has become more active and united than before.

At first, it was difficult for the church to adjust to Pastor Ben not being immediately available for every call, text or email. However, Pastor Ben made a concerted effort to return messages as soon as possible. An elder also stepped in to help by fielding calls during Pastor Ben’s work hours, forwarding only the most pressing issues for him to address later. Early in this transition, Pastor Ben began meeting with a few retired men on the board and teaching them about biblical eldership. Though the church did not have official elders at the time, he trained biblically qualified men who could share in the shepherding responsibilities.

The church also had to learn to allow others to respond to emergency visits when Pastor Ben was unavailable due to work or training commitments. At times he had flexibility to attend, but often mandatory meetings or trips kept him away. In those moments, the elders-in-training stepped up, visiting the sick, comforting families on hospice and ministering as needed. Pastor Ben followed up with phone calls or visits as soon as possible. This worked only because the congregation accepted the limitations of their pastor and trusted other faithful believers to care for them.

Pastor Ben and his family are still working out how to balance time off and vacation. They have committed to taking at least two weeks together in late spring or early summer, and the church has graciously given them space for that. Finding a consistent weekly day off with no ministry or work responsibilities has been more challenging, but they continue to strive toward it.

Through Pastor Ben’s role at the Boys and Girls Club, new ministry opportunities have opened to serve broken and lower-income families. From providing Thanksgiving baskets to school supplies and tutoring, the church has found small but meaningful ways to meet community needs — many of which they had not been aware of before. A handful of community members have even visited the church after meeting Pastor Ben at work; some have stayed, though not all. In response, the church has begun developing ways to help visitors feel more welcome and at ease.

Overall, the church and Pastor Ben feel positive about these early years of bi-vocational ministry. There is renewed hope for the future, a stronger sense of unity and less financial strain on Pastor Ben and the congregation. While challenges remain, New Horizons Church has found new life in this season of shared ministry.

Recommended Resources

Training Leadership

9marks.org
The 9 Marks Church Leadership Toolkit
“9 Marks of a Healthy Church” by Mark Dever
“Church Elders” by Jeramie Rinne
“Deacons” by Matt Smethurst
“Gospel Eldership” by Robert H. Thune
“Gospel Training for Deacons” by Robert H. Thune
Churchanswers.com

Pastor’s Salary Research

Compensation Planning Guide - guidestone.org/compensationplanning
Compensation Data Guide (SBC) - research.lifeway.com/compensation-data
Pastoral Compensation tool - opccmc.org/pastoral-compensation-tool
Churchsalary.com
How Much Money Should a Pastor Make? - churchanswers.com/podcasts/rainer-on-leadership/how-much-money-should-a-pastor-make

Pastor’s Job Search

ihelppastorsgetjobs.com
“Market Street Pastor” by Eric Hoke - ihelppastorsgetjobs.com/book