1. MINISTRY LEADERSHIP HOW DO WE SUPPORT AND ACCOUNT FOR EFFECTIVE MINISTRY LEADERSHIP AND HEALTHY PASTORAL RELATIONSHIPS WITHIN THE UNITED CHURCH OF CANADA? Developed for the Permanent Committee on Ministry and Employment Policies and Services November 2011
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6. Ministry Leadership How do we support and account for effective ministry leadership and healthy pastoral relationship in the United Church of Canada? Research Findings Excerpts from the Collaborative Research Project (Winter 2011)
7. Ministry Leadership How do we support and account for effective ministry leadership and healthy pastoral relationship in the United Church of Canada?
8. Ministry Leadership How do we support and account for effective ministry leadership and healthy pastoral relationship in the United Church of Canada?
9. Ministry Leadership How do we support and account for effective ministry leadership and healthy pastoral relationship in the United Church of Canada?
10. Ministry Leadership How do we support and account for effective ministry leadership and healthy pastoral relationship in the United Church of Canada?
11. Ministry Leadership How do we support and account for effective ministry leadership and healthy pastoral relationship in the United Church of Canada?
12. Ministry Leadership How do we support and account for effective ministry leadership and healthy pastoral relationship in the United Church of Canada? The Challenge of Change Excerpts from the article “The Adaptive Organization” Carol Mase, “The Adaptive Organization,” Shift: At the Frontier of Consciousness (No. 22: Spring 2009)
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14. Ministry Leadership How do we support and account for effective ministry leadership and healthy pastoral relationship in the United Church of Canada? A model of adaptive change RED = Transactional change BLUE = Transformational change
15. Ministry Leadership How do we support and account for effective ministry leadership and healthy pastoral relationship in the United Church of Canada? The temptation to resist change RED = Transactional change BLUE = Transformational change
16. Ministry Leadership How do we support and account for effective ministry leadership and healthy pastoral relationship in the United Church of Canada? Proposing Change A New Model for Effective Ministry Leadership and Healthy Pastoral Relationship
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18. Ministry Leadership How do we support and account for effective ministry leadership and healthy pastoral relationship in the United Church of Canada? Proposed New Model – Local Ministries
19. Ministry Leadership How do we support and account for effective ministry leadership and healthy pastoral relationship in the United Church of Canada? Proposed New Model – Presbyteries
20. Ministry Leadership How do we support and account for effective ministry leadership and healthy pastoral relationship in the United Church of Canada? Proposed New Model – Conferences
21. Ministry Leadership How do we support and account for effective ministry leadership and healthy pastoral relationship in the United Church of Canada? Proposed New Model – General Council
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24. Ministry Leadership How do we support and account for effective ministry leadership and healthy pastoral relationship in the United Church of Canada? Possible funding options The General Secretary has been directed to develop proposals for funding options including, but not limited to, reallocation of current General Council Budget, a payroll type, earmarking of conference grants
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Editor's Notes
The following notes are meant to assist the presenter , and provide additional information which enhances the PowerPoint presentation. For further resources, please visit our online resource on the Church Leadership Network ( http://churchleadership.united-church.ca/page/leadership )
These previous reports and research projects, conducted by the Permanent Committee on Ministry and Employment, include: the Isolation in Ministry Steering Group and survey (2005); the Working Group on Isolation in Ministry (2008); the Task Group on Demographics of Ministry Personnel (2008); the Oversight and Discipline of Ministry Personnel Steering Group (2008); the Pastoral Relations Policy Review Steering Group (2009); the Effective Leadership and Healthy Pastoral Relationships Collaborative Research Project and survey (2010).
In the Summer of 2010, we posted feedback questions on the United Church Website, and received a range of responses related to the simplification of pastoral relations processes and of the Manual . In Winter of 2011, we initiative a collaborative research project with United Church leaders across Canada. In Spring of 2011, we followed-up on the collaborative research project with focus group , aimed at constituencies that were under-represented in the survey (i.e. ethnic minority ministries, aboriginal ministries, French ministries and ministry personnel who had past experience with oversight and discipline processes). Currently, this is the 4 th round of constituency feedback.
Volunteer-based support and oversight of pastoral relationships and of ministry personnel through the Presbytery or congregation is not adequate to meet the standards of due diligence, consistency, justice and accountability that are required today. The current model is not sustainable into the future. It cannot be tweaked to meet the responsibilities. The work of covenant and relationship building among the local ministry, the governing bodies of the church and the ministry personnel, which are so critical to effective leadership and healthy pastoral relationships, is not best done through the implementation of operational or regulatory processes. The current model discourages collegiality and drains people of time and resources to devote to this relationship building.
- The current model discourages collegiality and drains people of time and resources to devote to this relationship building.
Significant “adaptive” change requires looking at things in totally new ways and doing them in radically difference ways. This is difficult for all of us. Like our ancestors in faith, we can set out on this journey with great expectation but when the way seems unclear or the result not guaranteed, we often want to return to what was familiar back in Egypt.
Managing the challenges and difficulty of change depends on two aspects: The presence of a clear vision for the future and/or outcome The conscious recognition that change is necessary to survival __________ Diagram Description (Optional): The process of “Adaptive Change” contains two major components: Transformational Change (Blue Line) meaning the psychological and spiritual trajectory of change Transactional Change (Red Line) the procedural and structural trajectory of change In this process of “Adaptive Change” When you begin, you move away from the status quo and enter a period of turbulence and disruption. This period of turbulence is referred as a container or cauldron , where innovative ideas and new approaches are formed. As you grow increasing confident with these ideas, new patterns of actions/behaviour/thought emerge revitalizing the process for “Adaptive Change”.
This diagram illustrates the factors and issues which result in unsuccessful or “Aborted Change”. The process of “Abortive Change” contains two major components: Transactional Change (Red Line) the procedural and structural trajectory of change Transformational Change (Blue Line) meaning the psychological and spiritual trajectory of change In this process of “Abortive Change”, You move away from the status quo and enter a period of turbulence and disruption, and thereby enter a container or cauldron of change During this period of turbulence and disruption, the psychological and spiritual challenges are overwhelming and intimidating As a result, participants are unable to disconnect from the status quo and return to it through a cycle of resistance-denial-defence
This report considers the health of ministry personnel and the local ministry units they serve, by redefining key areas of pastoral responsibilities. s upported by the Presbytery, the congregation would discern their mission (mission statement), determine the nature of leadership required (volunteer, designated, ordered), and set ministry priorities (position descriptions); the Presbytery would have responsibility for pastoral relations policies related to mission, collegiality and pastoral care of active and retired ministers; the Conference would have responsibility for pastoral relations policies related to the credentials of ministry personnel, employment standards and the initiation or ending of pastoral relationships; the processes of pastoral relations and of oversight and discipline of ministry personnel be managed by personnel staff located at the Conference; the processes for nurturing effective leadership and healthy pastoral relationships will be revitalized and designed to respond to the unique geographic, cultural, and linguistic characteristics of local ministries.
Congregations and other local ministries: Congregations and other local ministries would continue to be the primary places where the ministry of the United Church of Canada is lived out. Supported by the Presbytery, they would discern their mission (mission statement), determine the nature of leadership required, and set ministry priorities (position descriptions, work plans, etc.) for any ministry personnel in the pastoral relationship.
Presbyteries: Presbyteries would continue to be the primary meeting place for congregations and local ministries. They would provide support for congregations in defining their mission, celebrate the covenant established among the pastoral charge, the governing bodies of the church, the ministry personnel and God, provide pastoral care for ministry personnel and their families, and nurture collegiality among ministry personnel, both active and retired.
Conferences: -The Conferences would assume responsibility for the management and implementation of pastoral relations policies related to the credentials of ministry personnel, employment standards and the initiation or ending of Pastoral Relationships. -There would have professional staff to do this work. This work would include regular assessments of ministry personnel serving a congregation or local ministry, ensuring that the minister retains a sense of call to the congregation, continues to develop the skills and gifts needed to provide leadership for the congregation’s mission, is meeting the Ethical Standards and aspiring to the Standards of Practice, and retaining an appropriate balance between vocational and personal life. The Conference, through its Executive, Sub-Executive or Commission established by it, would also assume responsibility for all formal investigative or disciplinary processes related to the pastoral charge, the pastoral relationship, or the conduct of the minister.
General Council: The General Council and its Executive would continue to be responsible for the establishment and interpretation of pastoral relations and oversight and discipline policies.
Implications Changes in polity will clarify jurisdiction and increase support between presbyteries and conferences What has been done mostly by volunteers would be done by staff. The cost of enormous amounts of volunteer and ministry personnel time have been largely invisible, and in the new model will becomes visible in $. Opportunities Release an enormous amount of volunteer and ministry personnel time, energy and spirit into mission focused work. Presbyteries can become a forum of collegiality and cooperation, of pastoral and spiritual care. Introduce a consistency, quality, and timeliness to pastoral relations processes that cannot be provided in our volunteer-based practices. Search and selection processes would proceed more efficiently, and with professional support. Regular assessment and review of ministry personnel by trained staff could better ensure ministry personnel are supported in their vocational calling and accountable to that calling.
Financial implications One personnel staff person for every seventy-five pastoral charges, or thirty personnel staff deployed regionally through the Conferences. There is currently the equivalent of at least one personnel minister in each Conference. It is proposed that that role be evolved into this new personnel role and augmented by seventeen new positions. Approximately $1.2 million for fifteen additional positions (the total cost, including the thirteen positions currently funded, represent less than 2% of the annual payroll for ministry personnel). Associated costs for office space, support staff and travel
Possible funding options A payroll-type assessment of local ministry units of approximately $50/month/ local ministry. A variation on this would be to institute a single payroll fee which would cover all administrative costs associated with a paid accountable position. Ear-mark a specific portion of the current Conference grant from the General Council budget. This would require a review of what is considered “core”, giving priority to the personnel support role consistent with the new responsibility. A reallocation of the current General Council Office budget to provide the additional funds. This would require significant reconfiguration of the current funding priorities and reduction or elimination of some existing key programs and services at the General Council Office. Currently, the General Secretary is considering additional funding options.
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