PROPOSAL FOR NEW GOVERNANCE AND ORGANIZATION SEPTEMBER 2010 DRAFT: FOR DISCUSSION ONLY Chalmers is a community of God s people who embrace Christian tradition and encourage new ideas. We gather to: Celebrate God s love; Search and be challenged; Nurture and be nurtured. We seek to : Welcome all who come; Engage all ages in Ministry; Be guided by faith in daily life; and be a compassionate, hopeful presence in the world. We are not alone. Thanks be to God, Approved by Chalmers Congregation, Fall 1997 See also the Statement on worship and music found in Appendix One. Chalmers United Church Kingston, Ontario 1
2 1. Background and Rationale for Governance Change The current governance structure of Chalmers United Church has been in place for many years. It is based on the Church Council Model, one of three alternative Organizational Models approved for United Church congregations (The Manual 2010, S. 139). The Chalmers council, currently called The Coordinating Council of Elders (CCE), has a network of 14 committees, each with representation on the council. Additional representatives and officers of the council bring its total potential size to 20+. It is admirable that, over the years, the participation level in local governance at Chalmers has been high. People have given significant amounts of time to ensure that the congregation s administration runs smoothly. Chalmers has many people experienced in providing leadership and, over the years, it has benefited from their gifts. In recent years, however, there have been some noticeable changes. The urgent reality is this: many of the committees of the congregation are without leadership and, in some cases, even without members. People currently in leadership at Chalmers have noticed signs of weariness in the current committee structure. The structure is stretched thin. Many people are sitting on more than one committee; or have sat on the same committee for years and years. Some long-serving chairs and committee people are asking to be relieved of duties. People are growing tired. It is not appropriate to expect people to serve on committees that take life away. Serving in administrative and mission-oriented tasks should be a joyful and energizing calling in the context of the church. Signs that the current governance structure is not as effective as it once was have not only been brought forth by committee members, but also by the congregation in two congregational vision processes: Imagine Tomorrow (2004) and Moving into Tomorrow (2007). While each of those vision activities had different contexts and some different observations, there were also similarities: A concern for effective long-range planning A hope to increase the numbers and involvement of people in the congregation A desire to have financial stability and sound management of the congregation s resources A continuation of a level of programing/ministry that is of interest to a broad range of people in all ages and stages of life A need for new leaders to emerge Several of the recommendations of these two vision activities have worked their way into Chalmers life. Some things have had little follow-up, for a variety of reasons. Many of these observations by congregation and committee members relate to the effects of broader changes in volunteerism throughout society. Volunteers today hope for clear goals, realistic objectives and activities Volunteers want to make a productive and meaningful contribution to the life of a particular organization.
3 Volunteers today often have more energy for short term projects, or time-limited tasks, rather than participation in a monthly committee meeting. Volunteers have a high degree of expectation that good governance practices will be employed in any organization that they are involved with. Volunteers today require that responsibilities will be clear: policy development, management and staff responsibilities will be clearly defined. Many volunteers, especially those who come to a faith group, hope that their experience will be action-orientated or mission focused. A revision to the congregation s governance model might address some of today s realities and create the opportunity for some of the congregation s latent vision to come to life. As the congregation shows signs of new growth, the current leadership must address Chalmers governance structure with a creative new approach. 2. Theological Considerations The Church is a vehicle of God s spirit in Christ for the transformation of the world. It organizes its life so as to allow for the maximum energy, creativity and communion in the pursuit of God s justice and spirit-filled transformation. It is important for any church structure to keep central God s mission in which we participate. Organizational structure must serve that mission rather than being an end in itself. It should invite the participation of many people s time and energy, encouraging those to be used creatively and effectively. No organizational structure is sacred; that is to say, there is no perfect organizational structure that one can say is of God or biblically based. Organizations are a human construct and must be designed to enable the church s ministry to be lived out responsibly and effectively. How we organize our lives depends on many variables. For example: the size and character of the congregation, the location, cultural diversity, life experience, etc. 3. Values for our Organizational Design Faith Based - How authority and power get expressed, and how decisions are made must be commensurate with our understanding of the Spirit of Christ. It is important to us to regularly raise the question: what values are being expressed in the design and operation of this organization? Integration - Organizational design must allow for the maximum amount of collaboration and integration in our work together, with focus on our mission goals. Our hope should be to match gifts with ministry. The ministry of discernment is critical so that those who serve can experience a sense of enrichment and fulfillment in the work they do. Commitment to Justice and Honouring Diversity From the Bible, we hear about one body comprised of many parts, each with a vital part to play (Romans 12:4). No one is more important than the other. We celebrate the fact that we each bring a unique set of gifts and experiences to the ministries we carry out within the church community and outside it. We honour that diversity and seek to make spaces for authentic participation
4 of those who are differently-abled, for children and youth and for those whose background, perspective and experience differs from that of the majority. All communities and structures are affected by sexism, racism, elitism, heterosexism and other forms of injustice that violate God s desire for humanity. In our structures and our ways of carrying out our work, we seek to strive towards justice, increasing understanding and seeking to enrich the diversity within our community. Transparency Any system or organization must be open, and trusted by those to whom it is accountable. Good communication to the wider community is essential. However, it is recognized that there are times when confidentiality is required to safeguard the safety and integrity of members. Accountability - Church is community. We are responsible to and with one another for the exercise of ministry. The congregation selects and positions people in leadership roles with delegated authority and power for the shaping, formation, and creation of life that honours our commissioning in the life and Spirit of Christ. Stewardship of Time and Resources - Time is limited in quantity for persons of all ages. Demands on time make it imperative that stewardship be exercised with due diligence, to honour the need for all persons to feel valued but not overburdened. 4. A Proposed New Structure In research that has been done at Chalmers, it has been noted that many congregations today are exploring new governance models. The model that follows is based on a similar structure in place at Trinity St. Paul s United Church in Toronto. 1 It is proposed that a new governance structure for Chalmers would retain some of the elements of the church council model, reducing the size of the council and its frequency of meeting. A leadership group will be added to provide regular monitoring, agenda planning and direction. More frequent, shorter, meetings of the congregation will increase communication and accountability. The overall framework for the governance model, however, will rest on four circles that will be mission and ministry focused. The proposed names for these circles are: Worship and Faith Formation Public Witness Community Resources With a circle model, authority can be expressed in a way that reflects power with rather than power over. It is hoped that this model will reflect both our sense of community, and communion, where all are welcome and no one is esteemed greater than another. The United Church of Canada mandates two bodies, in addition to the council and the congregation, and specifies their responsibilities: the Board of Trustees, and the Ministry and Personnel Committee. The Trustees would have representation on the new council and the M&P Committee would be represented there and in the Leadership Group. 1 We acknowledge, with gratitude, the advice of past and current leadership at Trinity St. Paul s United Church, and some of their published material.
5 Coordinating Council Leadership Group Moderator (s), Minister(s) Secretary, Treasurer, M&P representative Coordinating Council Coordinating Council Trustees Ministry & Personnel 5. Responsibilities and Accountability of the Mandated Bodies 5.1 The Congregation As the primary decision-making body, the congregation requires clear and direct information about all aspects of its mission and ministry and accountability with the leadership it appoints or calls. Regular, yet brief, meetings of the congregation will be a feature of the new governance plan, so that everyone is well aware of ongoing plans and developments. 5.2 The Coordinating Council The Council would consist of: Chair, Chair-elect (if named), Secretary, Treasurer, Circle Group Conveners and one other representative from each circle (8), a representative from the Board of Trustees (1), a representative from the Ministry and
6 Personnel Committee (1), one Presbytery representative (1), two members-at-large appointed by the congregation (2) and the Members of the Order of Ministry called or appointed to the Pastoral Charge. Total: 18 or 19 5.3 Board of Trustees The mandate of the Board of Trustees is defined in The Manual (2010) of The United Church of Canada under Sections 250 262 with the duties and powers set out in Appendix II. The role of the Board of Trustees is further described in the Congregational Board of Trustees Handbook (2004). Specifically, the Board of Trustees holds property 2 for the use and benefit of the congregation as a part of The United Church of Canada. It does so as the Church Council ( Official Board ) may direct according to the polity of the United Church. 5.4 Ministry and Personnel Committee The mandate of this committee is detailed in The Manual (2010) of The United Church of Canada, Section 244. In summary, this committee is to provide a consultative and supportive agency for staff, members and adherents of the Congregation. It does this by: reviewing working conditions and remuneration for staff and making recommendations to the Board; overseeing relationships: those of staff to the congregation, & those between different members of staff with respect to responsibilities and authority; consulting with staff about continuing education and sabbatical leave; reviewing and evaluating the effectiveness of the staff, & reviewing position descriptions when required or requested. The Committee reports its recommendations to the Church Council quarterly or more often as circumstances warrant. 5.5 Leadership Group The Leadership Group serves an administrative, planning and coordinating function for the Council and the Congregation, preparing agendas and materials. It has oversight of the budget process and acts on behalf of the Council, if necessary, between meetings. 5.5 Mission and Ministry Cluster Groups Each cluster group is accountable to the Chalmers Coordinating Council. Each will have general oversight of all activities within its areas of responsibility: engaging in visioning, planning and making decisions about the appropriateness and effectiveness of particular 2 The General Secretary of the General Council has ruled that the word property in this context includes all lands, buildings, money and all other assets held by Trustees and that the purpose of such property is for the use of the Congregation. The mandate of the Trustees includes the following: managing investments and developing an investment policy, insuring that the congregation carries adequate property and liability insurance at all times, insuring that there is in place within the congregation a definite procedure for maintenance and repairs and pointing out any need for repairs.
7 programs and events in light of the congregation's goals. Each will have the power to act within the constraints of the congregation's self-understanding and its stated goals and the budget determined by the Council and Congregation. The function of the clusters is to co-ordinate and facilitate the work, ensuring continuity, integration, communication and accurate record keeping. Some of the work of the clusters will be assigned to task groups with specific time-limited mandates. It is recognized and affirmed that much of our ministry is carried out beyond our formal structures. These responsibilities have been developed in reference to the current committee responsibilities to try to ensure that all critical functions will be included in the proposed new structure. 5.6.1 Community Responsible for: welcome and hospitality pastoral care developing a process for discerning, honouring gifts and empowering people to use them building inclusive community, honouring our commitments as a diverse congregation overseeing communication within our community overseeing and relating to groups that promote community for women, men, youth, students, etc. 5.6.2 Worship & Faith Formation Responsible for: activities within the congregational community in which members learn about our Christian faith in the context of a multi-faith society, share our faith experiences, and engage in spiritual reflection and practice, leadership development and support within the congregation, the creation of worship that nurtures, challenges and embraces diversity. 5.6.3 Public Witness Responsible for: communicating our mission and ministry outside the congregation reaching out to our neighbours advocacy in the community and society community partnerships (arts, social justice, faith relations etc.) education and awareness building empowering the witness for justice we make as a congregation, as individuals and with global partners. 5.6.4 Resources Responsible for: congregational finances, helping the congregation develop its stewardship, use of building and equipment, including rentals maintenance and repairs
8 ongoing consultation with The Board of Trustees as required Common Functions of Each Cluster nurturing members through reflection and prayer establishing task groups and other bodies to carry out mission assignments (normally within a specified timeframe) preparing policy recommendations for the Council evaluating ongoing programs and recommendations for new work, in the context of the congregation s mission and vision goals developing, overseeing and exercising accountability for the budget for the particular circle reporting regularly to the Council Membership Each Cluster Group will each consist of: a Convenor or Co-convenors appointed for a specific term by the Council other members who express their interest and declare their gifts for the mission and ministry of the group. Cluster Group Format It is expected that each meeting will focus on visioning, planning, facilitating, coordinating and accountability. Responsibility for specific programmes and tasks will be assigned (sometimes to sub-groups) as needed. The Clusters would meet on the same evening in alternate months to the Church Council. The Circles may call on staff to act as resource within the limitations of time. The Leadership Group would meet as soon as possible after the Circle gatherings to consider any actions requiring immediate attention and to set the agenda for the Council s meeting in the following month. 6. Outcomes It is hoped that the proposed new structure for governance at Chalmers United Church will lead to the following: A deepening of our sense of being in God s mission as a congregation as we carry out our work in circles of community. Effective long-range planning. Increased involvement of people in the congregation in areas that are of interest to them. A respect for the hope and expectations of volunteers today, including missionfocused and action-oriented involvements (short, medium and longer term). Opportunities for new leaders. Clear areas of responsibility for volunteer leaders and staff. Clear areas of responsibility for the generation of new ideas, policy development, management, oversight and accountability.
9 7. Implementation This DRAFT FOR DISCUSSION will be placed before the September 2010 meeting of the Coordinating Council of Elders. Options to be discussed. 8. Evaluation The Leadership Group will develop an evaluation process to review the operation of the structure during 2010-2011 and report its findings to the congregation no later than October 2011.
10 APPENDIX ONE A STATEMENT ON MUSIC IN WORSHIP AT CHALMERS Worship through music is of crucial importance to the worship life at Chalmers. Vitality in music comes from both excellence and diversity. 3 Words matter in the expression of our music we as a congregation seek words that are meaningful to worshippers, integrated into the theme of worship and congruent with the theological trends presented in our worship more generally. With acknowledged roots in the classical tradition of church music, Chalmers seeks to be open to growth through new musical expressions. Our music strives to engage a wide variety of people, including children. Approved by the Coordinating Council of Elders May 2009 3 Here, excellence is used as Thomas G. Long uses it: what counts for musical excellence in worship is music in which we can genuinely participate but which also encourages us to grow into more mature and complex understandings of faith. (Beyond the Worship Wars, Alban Institute, 2001, p. 63). Diversity in this statement suggests music from different genres, from different time periods, in differ styles, from different cultural milieus as well as the inclusion of both historical and newly composed music in our worship. Musical excellence across a broad range of musical idioms is how Tom Long describes such diversity (Beyond the Worship Wars, p. 64).
11 APPENDIX TWO MEETING PATTERN MEMBERSHIP & AREA OF WORK ORGANIZATION AUTHORITY MINISTRY AND MISSION CLUSTER GROUPS Usually once every two months or as often as the group determines. Sub groups, groups with specific task assignments, can meet as often as necessary. As many members as have an interest Sub groups form around specific tasks and report to the coconvenors and the larger group 2 Co-convenors with responsibility for: the meeting agenda and its flow, the budget allocation and approvals, communicating decisions to the Leadership Group. Imagine, plan and execute the particular work in in mission of the congregation. Carry out programs, events and activities on behalf of the congregation, within policy and budget as established. Communicate and report. Responsible to the Leadership Group for reporting. One of the convenors will attend the meeting of the Council with an additional person from the cluster group. LEADERSHIP GROUP Every second month, or at the call of the chair. Moderator (Chair), Minister(s), Secretary, Treasurer, Chair or Representative of Ministry and Personnel Committee Direct and regular oversight of the congregation s mission. Develop and oversee budget process. *-Staff, or others, called as resource for specific business
12 MEETING PATTERN MEMBERSHIP & AREA OF WORK ORGANIZATION AUTHORITY COORDINATING COUNCIL Once in the Fall and once in the Spring. Other times at the call of the chair. Members of the Leadership Group 1 additional representative from each Circle Group Policy approval Budget approval and recommendation to congregation Chair (or Representative) of Trustees *-Staff or others called as resource as required for specific business Human Resources matters (policies, job descriptions, hiring, termination) CONGREGATION Normally three/four times a year for accountability and information sharing All members and adherents as per action of the meeting. Major decisions and directions as per The Manual of UCC.