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MissionalLeadership:AModelforGovernanceandMinistryChurchCouncilPresentationbyPastorAustin

March25,2019VBC’sMissionalPrioritiesInMarch2017,weadoptedaboldvisionforthefutureofourchurch.Ournewmissionstatement,changinglivesandtransformingourcommunitywiththeloveofGod,ledustoprioritizegrowingdisciplesandlocalmissions.Sincethen,wehavestartedorexpandedmanylocalmissionprojectsincludingGenerosityFeeds,afterschoolmentoringatCunninghamParkElementarySchool(CPES),abusservicerestorationcampaign,andspecialprojectswithCPES.OurmissionsfocushasmadeatremendousimpactinourlocalcommunityandhelpedVBCtodevelopnewrelationshipswithourneighbors.Inthecomingyears,wewillcontinuetoexpandourcommunity-focusedmissionstoservemoreofourneighborsinneedandenhanceVBC’spublicwitness.

Aspartofourfocusongrowingdisciples,anew“ConnectionsTeam”wasformedtocreateanintentionalministryofwelcomingnewpeopleintoourcommunityandhelpingthemgetconnectedtoourministries.Sofar,almost20peoplehaveparticipatedinourConnectionsclassesandwehavewelcomed5newmembersintothelifeofthechurch.Thepastoralstaffhasalsofocusedtheirtimeondevelopingthegrowinggroupofyoungfamiliesinourcongregation.Currently,oneofPastorAustin’sministryprioritiesisdevelopingacomprehensivestrategyforthrivingdiscipleshiptohelpeveryoneatVBCgrowintheirfaith.

TheworkofthefinancialstrategyteamandourdecisiontoselltheLostRiverRetreatCenterlastyearweredrivenbythecommitmenttocreateasustainablefinancialplansowecouldcontinuepursuingGod’smissionforourchurch.Webelievedthatbypayingoffourmortgagewewouldbefreedfromdebtsothatwecouldbefreedformission.Thisyear,wearecontinuingourworktoimproveVBC’sfinancialhealthsothatwewillhavetheresourcesnecessarytoinvestinthisexcitingchapterofmissionandministry.Wewanttocontinuetogrowinourintentionalityintheareaofchurchgrowth,recognizingthattherearemanypeopleinourcommunitylongingforafaithcommunitylikeVBC.GrowinginMissionThereisnosuchthingasgrowthwithoutchange.Acaterpillardoesnotbecomeabutterflywithoutembracingthemessyexcitementoftransformationalchangeinthecocoon.Inthesameway,ViennaBaptistcannotgrowinourmissionsandministrieswithoutembracingchange.Currently,oneoftheareaswherewemustrecognizeaneedforchangeisourgovernancemodel.Ourcurrentstructure,implementedin2012,isbaseduponthegovernancemodelthatwasusedbyVBCthroughoutmuchofourearlyhistory.WhenPastorAustintookofficeinSeptember2014,theorganizationalstructurerequired20committeesand82electedleadershippositionsatatimewhenouraverageattendancewasabout120people.Recognizingthatthesizeofthegovernancestructurewasnotright-sizedforourcurrentcongregation,theNominatingCommitteeandChurchCouncilhaveworkedtogetheroverthepastfewyearstocreateasimplercommitteestructure.Today,theorganizational

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structurerequires11standingcommittees/groupsand52electedleadershippositionsatatimewhenaverageattendanceisabout110people.Althoughwehavesimplifiedthegovernancestructure,itremainsoversizedandcreatesmanyburdensonchurchleaders.Problemstypicallyariseduetothecomplexdecision-makingprocessandlargenumberofpeoplerequiredtomakemanagementdecisions.Forinstance,inthefallachillerpumpthatservedtheEducationwing’sHVACsystembroke.Theproblemwasidentifiedbystaffmemberswhoalsodiscussedthecurrentbuildingneedsandpossibleinterimsolutions.TheBuilding&GroundsCommitteewasenlistedtoretrievethreebidsforanewchillerpump,thelogisticsofwhichrequiredstaffparticipation.Oncebidsandtimelineswerecoordinated,thegroupsenttheirrecommendationtotheFinancialAdministrationCommitteeforreview.Thecommitteeneededafullbriefingonthenatureoftheproblem,solutionsproposed,andbidsreviewedinordertoproperlyconducttheirwork.Sincethepriceoftherepairrequiredaspecialdistributionoffunds,aspecialBudgetCouncilsessionwascalledtoapproverepairsandfunding.Thenthestaff,BuildingandGroundschair,andaChurchTrusteeallhadtocoordinatewithoneanotherforschedulingtherepairandsigningcontracts.Asaresult,intotal35people,orone-thirdofaSundaymorningworshipservice,neededtobeinvolvedinthedecision-makingprocesstorestorecoolairtotheEducationwing.1Ifyouareexhaustedafterreadingthisparagraph,imaginehowourstaffandlayleadersfelt!Asachurchleader,perhapsyouhaveyourownstoriesofnavigatingourlargecommitteestructureinordertoaccomplishyourwork.Thecomplexityofdecision-makingandtheadministrativeburdenofourcurrentmodelaretakingtimeawayfromtheLeadPastor’sandchurchleaders’abilitytofocusonVBC’sprioritiesofcommunity-focusedmissions,thrivingdiscipleship,andchurchgrowth.Wemustconsiderwhatismoreimportanttous:ourleadersspendingtimenavigatingbureaucracyoradvancingourmission?Ifachangeisnotmadeinthenearfuture,ourchurchwillnotbeabletodevotethetimeandenergynecessarytofulfillourboldstrategicgoalsforourchurch.Asaresult,thisproposalisnotaboutagovernancechangeforitsownsake.Itisaboutbuildingaleadershipstructurethatbestservesthechurchandadvancesourmission.Simplyput,ourgoalistocreateagovernancemodel“keptassimpleaspossiblesothatitcanfunctionefficiently,tryingtoallocatehumanresourceswiselybyformingcommitteesthatarenottoolargeornumerousforthecongregationbutlargeenoughtoallowforademocraticprocess.”2OrganizingforMissionBeforepresentingarenewedmodelforgovernanceandministry,itisimportanttorecognizetherecenthistoryofgovernancechangeatViennaBaptist.Since2002,ViennaBaptisthasundergonetwosignificantgovernancechanges:Thefirst,implementedinJuly2002,ledtotheteam-basedmodelandthecreationoftheLeadershipTeam.Whilethechangealleviatedtheburdenofanoversizedorganizationalchart(148spots)andacomplexcommitteestructure(27committees),italsoproduceduniquechallenges.Primaryconcernswerealackofaccountabilityatalllevels,alackofclarityinauthorityanddecision-making,andalackoftransparentcommunication.Thestructurewasalsonotabletoprovideeffectiveleadershipduringtimesofcongregationalconflictandpastoralleadershiptransitions.Asaresult,inOctober2013,thecongregationapprovedthecurrentorganizationaldesign,modeledafterthe2001OrganizationalManual.Whilewerecognizeaneedfororganizationalchangeinordertoinvestinthegrowthofourmissionandministry,ourprioritiesforgovernanceremainthesame:clearandtransparentleadership,mutualaccountability,efficientdecisionmaking,effectiveoversight,andcongregation-basedauthority.Any

14staffmembers,3Building&Groundsmembers,7FinancialAdministrationmembers,and21ChurchCouncilmembers2Maring,NormanH.,andWinthropS.Hudson.ABaptistManualofPolityandPractice.EditedbyDavidGregg.2nded.(ValleyForge,PA:Judson

Press,2012),141.

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proposalwhichdoesnotmeetthesestandardswillnotbeapprovedbychurchleadersandthecongregation.ARenewedModelforGovernanceandMinistryAfundamentallawofleadershipisthatnogroupriseshigherormovesbeyonditsleadership.Therearemanygreatresourcesdevotedtohelpingchurchesandnon-profitsorganizetheirleadershipinwaysthathelpthecongregationclimbhigherandmoveclosertofulfillingGod’svision.Therenewedmodelforgovernanceandministryoutlinedbelowreliesheavilyontworesources:GovernanceandMinistry:RethinkingBoardLeadership(SecondEdition)byDanHotchkissandTheHandbookofNonprofitGovernancepublishedbyBoardSource.Beforeexaminingtheproposedmodel,itisimportanttoestablishasharedunderstandingofthekeytermsandconceptsthatserveasthefoundationforsubsequentrecommendations.Wewillusethefigurebelowasaguidetoourdiscussion.TheMissionComesFirst–ThehighestauthorityinourchurchisGod’smissionforViennaBaptist.Everythingwedo,fromdailyoperationaldecisionstostrategicmissionpriorities,isrootedinoursharedunderstandingofwhoGodiscallingustobeandwhatGodiscallingustodo.Ourmissionstatementofchanginglivesandtransformingourcommunityismuchmorethanacatchphrase;itisthestandardbywhichweevaluateeverydecisioninmissionandministry.Governance–Governanceincludestop-leveltasksofarticulatingmission,selectingstrategiesforgettingthere,makingsurethestrategyisfollowed,andensuringthatpeopleandpropertyareprotectedagainstharm.Governanceproducesmissionstatements,minutes,policies,strategicgoals,andlistsofcorevalues.Ministry–Ministryisthedailyworkofbuildingacommunity,managingresources,andchanginglives.Ministrybringsintobeingworshipservices,studygroups,missiontrips,serviceprojects,mowedlawns,happychildren,andrenewedhope.Althoughitbordersonoversimplification,ahelpfulsummarymaybethatgovernanceproduceswordsonpaperandministryproducesaction.

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Committees–Committeesgatherinformation,draftpolicy,orprepareinotherwaystoreportbacktothebodythatappointedthem.AcommitteeisresponsibletotheCouncil(ortothecongregation)anditsworkproductalwaysgoesbacktoitsparentbody.Teams–Teamsexisttoachievepracticalresults.Theymakeimportantchoicesabouthowtheywillaccomplishministrygoals.Ateamisresponsibletothestaff,anditsworkproductflowsoutwardtothecongregationortotheworld.Staff–Forthepurposesofourdiagram,thestaffincludesministers,administrativestaff,programstaff,andvolunteerleadershippositions.Thesearetheleadersresponsibleforspecificareasofministry.ThreeLeadershipRoles

1. OversightistheChurchCouncil’sauthoritytoholdthestaffaccountable.TheCouncilisexercisingoversightwhenitreviewsafinancialaudit,evaluatesVBC’sprogresstowarditsannualgoals,ortalkswiththeLeadPastoraboutperformance.Inoversight,morethananyotheraspectofitswork,theCouncilholdsitselfatacriticaldistancefromthestaffinordertogivefeedbackfromanindependentstandpoint.

2. Managementisthestaff’sauthoritytoleadtheworkofministry.Becausealloralmostallofthestaff’smanagementauthorityisdelegatedbytheCouncil,thescopeofmanagementdependsontheextentoftheauthoritytheCouncilhasdelegated.Withinitsmanagementauthority,theCouncilexpectsthestafftomakedecisionsandtotakeresponsibilityforthemwithoutaskingforpermissionorapproval.

3. Planningisenvisioningafuture(discernment)andmakingthebigchoicesabouthowtogetthere

(strategy).Incontrasttooversightandmanagement,planningisa“soft”kindofauthority.Tobeeffective,planningdependsonwidesupportfromtheCouncil,Diaconate,staff,topleaders,leadgivers,potentialleaders,andactivemembers.Aplanningeffortmightproduceamissionstatement,afive-yearstrategicplan,orannualgoals.Afterawideprocessofdiscernment,plansflowtotheCouncilandpossiblythecongregationforapproval.Implementingplans—andmakingmanychoicesabouthowtoimplementthem—becomesastaffresponsibility.

YouwillalsonoticethattheDiaconateservesaspecialroleinthelifeofViennaBaptist.TheDiaconateoperatesbothinthesphereofministry—byprovidingpastoralcare—anddiscernment—asspiritualleadersconsideringGod’sdirectionforVBC—placingthemclosetothecenterofthediagram.Throughtheirconstantcontactwithchurchmembers,theDiaconateisinauniquepositiontoserveasdiscernersforthefutureofministry.InaBaptistchurch,thecongregationisthefoundationforallofourworkingovernanceandministry.WhenelectedtoChurchCouncilorparticipatinginabusinessmeeting,membersofthecongregationserveasoverseersgoverningthelifeofthechurch.WhenchurchmembersparticipateinTownHalldiscussions,prayergroups,orotheractivitiesthatfocusonthefutureofthechurchtheyarediscerningourfuturetogether.Whenmembersjoinaministryteam,serveasadeacon,orleadamissionactiongrouptheyareservingasministersofthechurch.Ultimately,allauthorityandpowerinthechurchcomesfromandreturnstothecongregationasawhole.Regardlessofthesizeorstructureofourgovernancemodel,itisimportantforcongregationalhealththatwealwaysmaintainclarityabouttheroleandfunctionofeachleadershipbody.Clarityallowschurchleaderstofocusontheirownareasofresponsibilityandworktogetheronsharedgoalsforthesakeofourmissionandforthegoodofthecongregation.

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TheJobofaMission-FocusedChurchCouncilAMission-FocusedChurchCouncilmakesitsmostimportantcontributionstothemissionofthechurchinthreeways:bybeingagoodpartnertoministryleaders,byhostingongoingconversationaboutthefuture,andbycreatingasoundstructureofpolicytoregulatedecisionmaking.CreatingandsustainingastrongpartnershipbetweenitselfandtheLeadPastorisoneoftheCouncil’smostcrucialcontributions.TheCouncilhasauniqueopportunitytogivesupport,feedback,advice,warnings,andencouragementtotheLeadPastorandtoenhancehis/hereffectivenessasaresult.Creatingagoodpartnershipisnotatechnicalorlegalprojectbutarelationalone.EdFriedmanfamouslytaught,“whenthechieflaypersonandtheministeraretogetheronthings,that’srooksbacktobackonthechessboard,that’sanimpregnableposition.”3HealthycongregationsmaintainstrongrelationshipsbetweentheChurchCouncilandtheLeadPastor.InthehistoryofVBC,youmightrecallthepowerfulandeffectivepartnershipofPastorLarryMatthewsandChurchModeratorLaurieEek.WhenChurchCouncilgovernsthroughconversation,theyareintentionalaboutcreatingbetterconversationbetweenbusinessmeetingsandbeforemajordecisions.Bythetimeabudgetisbalancedandspreadsheeted,it’stoolatetoquestionitsfirstprinciples.Onceaslateofnomineeshasbeenpresented,it’stoolatetosuggestcriteriabywhichtheymighthavebeenrecruitedinthefirstplace.Forchurchmemberstohaveaninfluenceoncongregationaldirection,theyneedtobebroughtintotheconversationsooner.OurStrategicPlanningTeamandFinancialStrategyTeamhavebothprovidedexcellentmodelsofthistypeofleadershipinrecentyears.Althougheachteamwassmall(4-5membersincludingtheLeadPastor),theywereresponsibleforsettingthedirectionofthechurch.BothteamsaccomplishedtheirtasksbyleadingaseriesofTownHallmeetings,maintainingongoingconversationwithchurchleaders,recruitingchurchmembersforspecialprojects,andkeepingthecongregationupdatedontheirprogress.Asaresult,whenthetimecameforsignificantvoteseveryonefeltincluded,heard,andcouldseetheirfingerprintsonthefinaldecision.Effectivechurchcouncilsexercisetheirpowerbywritingpoliciesthatdefinetheirownrole,delegateauthority,giveguidance,andcreateaccountability.PoliciesprovideaframeworkfordecisionstobemadeawayfromtheCouncilmeetingandallowsforconsistent,accountabledecision-making.ThiswayofleadingsavestheCouncilalotoftimeandtedium.PolicyalsocreatesaboundarythatprotectstheCouncil’sabilitytofocusonitsmostimportantwork.Ifacouncildoesnotfocusoncreatingpolicy,andinsteadwaitsforbusinesstobebroughttoit,itgetscaughtinthetrapofdecidingeachcaseoneatatimeandreactingtotheagendaofothersratherthanmovingforwardwiththemissionofthechurch.LeadingMissionandMinistryTogetherSowhatwoulditlooklikeforChurchCounciltoleadlikethis?HowwouldaMission-FocusedChurchuseitstimethroughouttheyear?Belowyouwillfindavisualmodelforleadershipandplanningfollowedbyanoutlinedcalendarofevents.

3http://clinical-pastoral-education.blogspot.com/2005/01/edwin-friedman-thinking-systems.html

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January–TheDiaconatemeetsforitsannual“StateofourMinistry”gathering.Duringthistimeofprayerandconversation,deaconssharewhatthey’rehearingfromtheirfamilies—theconcernsandcelebrationsemergingfromthecongregation.Inreflectingonthesechallengesandopportunities,theDiaconateandpastoralstaffdiscusspossiblegoalsformissionandministryintheyearahead.February–TheChurchCouncilhoststheannualPlanningRetreat.Ministerialstaff,DeaconOfficers,andChurchCouncilmembersgatherforaweekendataretreatcentertopray,discern,andplanforthenextyearofministry.Thegroupofleaderscreatestwomajorproducts:asetofopenquestionsaboutthecongregation’sfutureandanannualvisionofministry.Bothlistsareshort,nolongerthan3items.The“openquestions”serveasaguidetothelearninggoalsofthecongregation.ThesearequestionsthatwillguidetheworkoftheChurchCouncilinthenextyearorinmultipleyears.Forinstance,basedupontheneedsofthechurchtheCouncilmaychoosetofocusonquestionslike“whatneworemergingneedsdoweseeinthelivesofourneighbors?Howcanwebestservethem?”TheCouncilmayaskotherquestionslike“whatchangestoourphysicalplant,staffing,andorganizationalstructureswillwemakeinordertomakeroomformorepeople?”Toanswerthesequestions,theCouncilwillplanaseriesofworkshops,TownHallmeetings,studygroups,andotheropportunitiesforthecongregationtolearnandwrestlewithimportantquestionsofmissionandministry.Thenextlististheannualvisionofministry.Insteadofsimplysnatchingthesegoalsoutofthinaireachyear,agroupofchurchleadersthathasbeenworkingonopenquestionssetsitsgoalsoutofadeepersenseofGod’swill,thecongregation’sgifts,andchangesinthewidercommunity.Theannualvisionofministrysetsthe1-3prioritiesfortheworkofthechurchinthecomingyear.Italsoarticulatestheoutcomesitisseekingsoitcanproperlymeasureitsprogressandsoleaderscanholdoneanotheraccountabletofulfillingoursharedmission.Whiletheplanningretreatproducesministryprioritiesanddesiredoutcomes,thestaffacceptsresponsibilityforimplementingthevisionofministryinpartnershipwiththecongregation.March–Individualstaffmemberssetgoalsfortheirspecificareasofministryanddevelopactionplanstoaccomplishthevisionofministry.Thesegoalsandplansarereviewed,refined,andapprovedbytheLeadPastor.April–Aruleofgoodchurchleadershipisthatmoneyfollowsmission.Nowthatthechurchleadershavearticulatedavisionandthestaffhascreatedaplan,thenextstepistobuildabudgetthatsupportsthemissionandministryofthechurchinthenextyear.Ratherthanindividualareasofministryvyingforalargerpieceofthepie,churchleadersareclearonbudgetdecisionsbecausetheyreflectasharedcommitmenttothevisionandmissionofthechurch.May–TheChurchCouncilhoststheAnnualVision&MissionMeetingforthecongregation.Atthismeeting,churchmemberssharestoriesoflifechangeandcommunitytransformationfromthepastyear.TheDiaconateshareswhatwe’velearnedfromopenquestionsandtheChurchCouncilreportsontheprogressofourgoals.TheLeadPastorsharesthevisionforthenextyearofministryandopportunitiesformemberstogetinvolved.TheChurchTreasurerpresentsthemissionandministrybudgetforthenextfiscalyearhighlightingthewaysthebudgetreflectstheannualvisionofministry.TheLeadershipDevelopmentCommitteepresentstheslateofofficers,committeemembers,andotherleadersforthenextyearalsotakingtimetohighlightthewaystheseleaderswereselectedtohelpusfulfilltheannualvisionofministry.Thecongregationreviewsandapprovestheannualvisionofministry,thebudget,andthenominationsforchurchleadership.

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June–August–Theworkofplanningandpreparationforthenextprogrammingyearbeginsaschurchleadersbegintheprocessofimplementingtheannualvisionofministry.Summerisalsoatimeforyouthandchildren’ssummercamps,missiontrips,andspecialevents.September–Thenewprogrammingyearbegins.October–TheannualDiaconateretreatoccurswithaspecialfocusonanopenquestionforministryortrainingtofulfillaministrygoal.November–December–Theworkofmissionandministrycontinues.Throughouttheyear,theChurchCouncilwillmeetregularlytomonitorandevaluatetheprogressofourministries.TheDiaconatewillalsomeetregularlyformutualsupportandcoordinatingministry.TheChurchCouncilwillalsoholdquarterlybusinessmeetings,leadspecialgatherings,andprovideotheropportunitiesforthecongregationtodiscernnewdirections.DesigningaChurchCouncilforMissionAfterestablishingasharedunderstandingoftherolesandresponsibilitiesofourvariouslayersofleadership,weturnourattentiontotheactualdesignforaneworganizationalstructure.Bestpracticesforbothchurchesandnonprofitsrecommendagoverningboard,orChurchCouncil,between7-12members(includingtheLeadPastororExecutiveDirector).Inaddition,mostexpertsrecommendaseven-memberboardastheidealsize.4IftheLeadPastorcountsasonemember,andwewantevenrotationsofCouncilmembers,acouncilofeithersixelectedmembersornineelectedmemberswouldkeepuswithinbestpractices.Studiesindicatethatthelargerthecongregation,themoretheyfeelasmallercouncilismoreeffective.Toputthesenumbersinperspective,forthepastfewyearsVBChasaveragedbetween7-12peopleregularlyattendingChurchCouncilmeetings.Asaresult,wedonotthinkthatformallyreducingthesizewillreducetheabilitytomakeinformeddecisionsandprovideresponsibleleadership.Itisuptothecongregationtodecidewhetherasmallercouncilofsevenmembersispreferabletoalargercounciloftenmembers.TermsIneithercase,followingourcurrentmodelChurchCouncilmembersandcommitteememberswouldbenominatedbytheLeadershipDevelopmentCommitteeandapprovedbythecongregation.Thesechurchleaderswouldbeelectedtoservestaggeredthree-yeartermsandallowedtoservetwoconsecutiveterms.Afterthesecondconsecutiveterm,theywouldberequiredtotakeadefinedsabbaticalperiodawayfromcounciland/orcommitteemembership.OfficersTheChurchCouncilmustmaintainatleastthreeofficers:Chair,Treasurer,andClerk.Ifasmallercouncilofsevenmembers,aViceChairmaynotbedeemednecessary.Ifalargercounciloftenmembers,addingtheofficeofViceChairmaybehelpfultosupporttheirwork.OfficersarenominatedbytheLeadershipDevelopmentcommitteeandapprovedbythecongregation.ChurchOfficers’termswouldbelimitedtotheircouncilservice(twoconsecutivethree-yearterms).TheregularrotationofChurchOfficershelpstomaintainaccountability,leadershipdevelopment,andisabestpracticeforpreventingabuseofoffice.

4http://www.thenonprofittimes.com/news-articles/smaller-boards-flexible-engage-all-members/

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StaffEvaluation&RepresentationAspreviouslymentioned,bestpracticesstipulatethattheLeadPastoristheonlystaffmemberwhoreportsdirectlytotheCouncil.TheLeadPastorisexpectedtoserveastheheadofstaff,takingultimateresponsibilityformanagingtheperformanceofministers,administrativestaff,programstaff,andministryleaders.TheChurchCouncilperformsanannualreviewoftheLeadPastor’sperformanceandtheLeadPastorisresponsibleforperformancereviewsofotherstaff.WhiletheLeadPastoristheonlydesignatedstaffrepresentative,itdoesnotmeanthattheChurchCouncilwillnotregularlyinvitedifferentministerstoattendpartorallofameetingtoprovidetrainingontheirareaofministry,leadaspecialworkshop,orofferothersupporttotheworkoftheCouncil.Giventhesizeofourcurrentstaff,theChurchCouncilwouldfulfilltheroleofourcurrentPersonnelCommittee.Asmallercouncilofsevenmemberscouldcollectivelyfulfillthisrolewhileacounciloftenmemberscouldappointaspecial“ExecutiveCommittee”composedofelectedcouncilmemberstofulfillthisrole.Ifthechurchstaffgrowslargerthansevenmembers,aseparateHumanResourcesCommitteemaybeformedtoaddressthecomplexityandneedsofalargerstaff.StandingCommitteesCommitteesexisttocreatewordsonpaperintheformofreports,draftpolicies,andrecommendations.Applyingthisguidelinetoourcurrentcommitteestructure,asimplifiedorganizationalchartwouldincludethefollowingstandingcommittees:

1. StewardshipCommittee–TheStewardshipCommitteeischairedbytheTreasurer.Thenameischosenintentionallytohighlightthefocusofthecommitteenotonmanagingmoney,butonhelpingthechurchbegoodstewardsofourresources.Thecommittee’sprimaryrolesincludereviewinganddistributingmonthlyfinancialreports,preparingtheannualbudget,assistingwiththeannualpledgecampaign,andgatheringinformationfortheCouncilonmatterspertainingtoourresourcemanagement.MembersofthiscommitteewithbenominatedbytheLeadershipDevelopmentcommitteeandapprovedbythecongregation.BesidestheTreasurer,committeemembersdonothavetobeChurchCouncilmembersandareselectedfortheirskillsintheareasoffinance,fundraising,accounting,andstewardship.Theidealsizeforthiscommitteeis3-5members(includingthechair).

2. LeadershipDevelopmentCommittee–TheLeadershipDevelopmentCommittee(formerlythe“NominatingCommittee”)iscomposedofmembersofChurchCouncil.Inalargerboarddesign,thecommitteeischairedbytheChurchCouncilViceChair.TheLeadershipDevelopmentCommitteeisresponsiblefornominatingnewmemberstoChurchCouncil,committeeleadership,andministryteamleaders.Thecommitteeisresponsiblefororganizingtheannualvisionofministryretreat,trainingsfornewchurchleaders,andcontinuingeducationforveteranleaders.Thecommitteewillkeepanupdatedrosterofthemembersofallcommittees,teams,andmissionactiongroups.Committeemembersmustbepassionateaboutdevelopingleadersandbringskillsofmentorship,teambuilding,teaching,andencouragement.Theidealsizeforthiscommitteeis3-4members(includingthechair).

3. EndowmentCommittee–TheEndowmentCommitteemanagestheinvestmentfundsforVBC’sEndowment.TheChurchTreasurerisanexofficiocommitteememberandcommitteemembersdonothavetobeChurchCouncilmembers.Committeemembersarerequiredtohavebackgroundorexperienceinfinance,investment,oraccounting.Theidealsizeforthiscommitteeis3-4members(includingthechair).

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4. AuditCommittee–TheAuditCommitteefulfillsdutiesasoutlinedintheFinancialPoliciesandProceduresManual.MembersoftheStewardshipCommitteecannotserveonthiscommitteeanditispreferredifcommitteemembersarenotcurrentorrecentChurchCouncilmembers.Theidealsizeforthiscommitteeis3-4members(includingthechair).

MinistryTeamsTeamsexisttoachievepracticalresults.Theymakeimportantchoicesabouthowtheywillaccomplishministrygoals.EachministryteamhasadesignatedTeamLeaderappointedbythestaffmemberresponsiblefortheteaminconsultationwiththeLeadershipDevelopmentCommitteeandapprovedbythecongregation.Aministryteamleaderisresponsibletothestaff,anditsworkproductflowsoutwardtothecongregationortotheworld.Ministryteamscanbeformedanddisbandedasneededwithoutcongregationalvotes.Theyserveforaslongastheyhelpthechurchadvanceourmission.TeamswillannuallysubmittheiractiverostertotheLeadershipDevelopmentCommittee.ExamplesofVBCministryteamsare:

1. MissionsTeam(reportstotheLeadPastor)2. VBCCAdvisoryTeam(reportstoVBCCDirector)3. WorshipSupportTeam(reportstoMusicMinister)4. Building&GroundsTeam(reportstoOfficeAdministrator)5. Youth&ChildrenMinistryTeam(reportstoPastorforYouthandChildren)6. HospitalityTeam(reportstotheLeadPastor)7. BereavementTeam(reportstotheLeadPastor)

CongregationallyAppointedPositionsWhiletheseleadersdonotcreatepolicy(committees),theirroleinvolvesimportantfiduciaryresponsibilitiesrequiringcongregationalapprovalforservice.TheseleadersarenominatedbyLeadershipDevelopmentCommitteeandapprovedbythecongregation.ChurchTrusteesareappointedwithouttermlimitsandserveuntiltheyresignorcannolongerfulfillthedutiesoftheoffice.Tellersareappointedtoservethree-year,staggeredterms.

1. ChurchTrustees2. Tellers

CharacteristicsofNewModelTransparencyandCommunication–TheChurchCouncilandcommitteesarerequiredtopostnoticesofupcomingmeetingsinadvance.Inaddition,ChurchCouncilmeetingminutesarerequiredtobepublishedinatimelymannerforcongregationalreview.IftheChurchCouncilcreatesanewpolicyorrevisesanexistingpolicy,theyareresponsibleforsharingthisinformationwiththecongregation.TheChurchCouncilwillalsomaintainanupdatedBookofPolicythatispubliclyaccessiblesochurchmembersandleaderscanreferencethesepoliciesforguidanceanddecision-making.ClearBoundariesofAuthority–TheBookofPolicywillincludeclearboundariesofauthorityforourvariouslayersofleadership.ThedecisionsthatcanonlybemadebythecongregationneedtobespecifiedalongwiththeauthorityithasdelegatedtotheChurchCouncil.Similarly,theboundariesofauthorityforcommittees,staff,ministryteams,theDiaconate,andmissionactiongroupsshouldalsobespecified.MutualAccountability–Quarterlybusinessmeetings,regularTownHallmeetings,andothereventsareexpectedsothattheChurchCouncilisconstantlyengagingthecongregationinconversationand

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providingupdatesontheprogressofVBCinourannualvisionofministry.Thesemeetingsnotonlyassistincommunicatingwiththecongregation,butprovideopportunitiesforthecongregationtoholdtheChurchCouncilaccountableforproperlymonitoringandevaluatingoursharedministry.TheChurchCouncilholdsthestaffaccountableforaccomplishingministrygoalsandthestaffholdstheChurchCouncilaccountableforprovidingdelegatingtheauthorityandcreatingthepoliciesnecessaryforthemtobeeffective.FlexibilityinDesign–ThismodelisintentionalkeptsmallbutprovidestheabilityfortheChurchCounciltoformspecialtaskforcesoradvisorygroupsasneededforspecialprojects.Ministryteamscanalsobeaddedorremovedasourneedschange.ImplementationPlan

1. ConversationaboutresearchandrecommendationsbyChurchCouncil.Discussion,feedback,andrecommendationonwhetherornottomoveforwardwithconversation.

2. Presentationatregularchurchbusinessmeeting.Discussion,feedback,andrecommendationonwhetherornottoproceedwithdraftingpolicy.

3. Neworganizationaldocuments,ChurchCouncilHandbook,andappropriatepoliciesaredrafted.

4. DraftmaterialspresentedtoChurchCouncilforreview,revision,andapproval.

5. RevisedorganizationaldocumentsaredistributedtothecongregationanddiscussedataTown

Hallmeeting.

6. FinalrevisedmaterialsarepresentedforcongregationalapprovalataBusinessMeeting.

7. ThefirstslateofnewChurchCouncilmembersisnominatedbytheNominatingCommitteewithstaggeredtermsandapprovedbythecongregation.

8. Aone-yeartrialrunoftheneworganizationalstructurebegins.

9. Asix-monthreviewoftheneworganizationalstructureisconductedbythecongregationeithera

TownHallmeetingorabusinessmeeting.

10. Aone-yearreviewoftheneworganizationalstructureisconductedbythecongregationeitheraTownHallmeetingorabusinessmeeting.

11. Anyadjustments,changes,orrevisionsaremadetotheorganizationalstructureforapproval.If

thecongregationisnotsatisfiedwiththenewstructure,avoteisheldtoreturntothecurrentmodel.

NextStepsAsnotedabove,iftheChurchCouncilagreesthatthismodelwillhelpusbetterfulfillGod’smissionforus(includinganyrevisionsorrecommendationsitmaymake)thenthenextstepistomakeapresentationtothechurchmembershiptodeterminewhetherornottoproceedwithdraftingpolicies.