Structuring Councils In The Uss For Mission


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Structuring Councils In The Uss For Mission

  1. 2. <ul><li>It is an insight of Lutheran theology that governance in the Church serves mission. </li></ul><ul><ul><li>No single form of governance is essential or mandated by God or the sacred Scriptures. </li></ul></ul><ul><ul><li>The purpose of governance in the church is to contribute to the proclamation of the Gospel and the furtherance of its mission in and to the world. </li></ul></ul><ul><ul><li>Oversight is of pure proclamation and right administration. </li></ul></ul>
  2. 3. <ul><li>Jim Collins, Stanford University in Good to Great and the Social Sectors: </li></ul><ul><ul><li>“ We must reject the idea—well-intentioned but dead wrong—that the primary path to greatness in the social sectors is to become ‘more like a business.’ Most businesses—like most of everything else in life—fall somewhere between mediocre and good. Few are great.” </li></ul></ul>
  3. 4. <ul><li>They will be servants as our Lord is a servant. </li></ul><ul><li>They will be servants of the Gospel. </li></ul><ul><li>They will serve the Gospel’s mission to the world. </li></ul><ul><li>They will be servants of our Lord’s oversight of his church for the sake of pure preaching and the right administration of the Sacraments. </li></ul>
  4. 6. <ul><li>How effectively does your council serve </li></ul><ul><li>your congregation’s mission, </li></ul><ul><li>the church’s mission, </li></ul><ul><li>Christ’s mission, </li></ul><ul><li>and make a distinctive impact, </li></ul><ul><li>relative to the congregation's resources? </li></ul>
  5. 7. <ul><li>The congregations of the Upper Susquehanna Synod should make such a unique contribution to their members and the communities in which they live, and should do their work </li></ul><ul><li>with such unadulterated excellence </li></ul><ul><li>that if they were to disappear, </li></ul><ul><li>they would leave a hole </li></ul><ul><li>that could not easily be filled. </li></ul>
  6. 8. <ul><li>deliver exceptional results over a long period time, beyond any pastor or other individual leaders and beyond even a great idea. </li></ul><ul><li>When they face set-backs, it should rise from the dead even stronger for the sake of its mission. </li></ul>
  7. 9. <ul><li>Congregations have little power: </li></ul><ul><li>They cannot force their members to change. </li></ul><ul><li>They cannot force pastors to become missional leaders. </li></ul><ul><li>They cannot force their council members to be better leaders. </li></ul>
  8. 10. <ul><li>Which has the power of language, which is to say the Word. </li></ul><ul><li>The power of a shared mission. </li></ul><ul><li>The power of committed, faithful leaders, both clergy and lay. </li></ul><ul><li>We have the power of being ONE church </li></ul><ul><ul><li>with ONE mission </li></ul></ul><ul><ul><li>under ONE Lord </li></ul></ul><ul><ul><li>who has invited us to participate in his divine life through ONE baptism, </li></ul></ul><ul><ul><li>making US his brothers and sisters, children of his Father, </li></ul></ul><ul><ul><li>and sustaining us with his Word and his Sacrament. </li></ul></ul>
  9. 12. <ul><li>Most Councils Current Structure: </li></ul>
  10. 13. <ul><li>Type 1 Governance focuses on Fiduciary Responsibilities </li></ul><ul><ul><li>To prevent theft, waste, or misuse of resources; </li></ul></ul><ul><ul><li>To ensure that resources are used effectively and efficiently; </li></ul></ul><ul><ul><li>To safeguard the mission against both unintentional drift and undefined shifts in purpose; </li></ul></ul><ul><ul><li>To review the work of staff. </li></ul></ul>
  11. 16. <ul><li>The agendas in Type 1 Governance reflect the priorities of this style of governance: </li></ul><ul><li>Reports from officers Approval of budgets Reports from Committees Adoption of policy statements </li></ul>
  12. 17. <ul><li>Such governance is largely reactive rather than proactive. </li></ul><ul><li>Such councils add much to the technical core of the organization but not much to its core purposes, its mission. </li></ul><ul><li>The problem often is that such work, while essential, becomes predictable and perfunctory, as well tedious and monotonous. </li></ul><ul><li>Council members often feel like spectators rather than participants. </li></ul>
  13. 18. <ul><li>… a new direction in governance. </li></ul>
  14. 19. <ul><li>that the Council should replace the pastor and other leaders; </li></ul><ul><li>that the Council imposes its vision on pastors or other leaders; </li></ul><ul><li>but rather that they see their mission as a shared mission. </li></ul>
  15. 20. <ul><li>Pastors, leaders and council collaborate in the development and implementation of the mission that is theirs. </li></ul><ul><li>The council becomes a “sounding board” for the pastor and others as they address “sticky” situations. </li></ul><ul><li>Ideas to address mission are shared with the Council before they come to them for approval as policy or as information— </li></ul><ul><ul><li>not in a legalistic manner (all matters must come to the council first)– </li></ul></ul><ul><ul><li>but as a way to share in strategic planning and the generative thinking process. </li></ul></ul>
  16. 22. <ul><ul><li>Perfunctory but essential issues are provided to the council prior to the council meeting, </li></ul></ul><ul><ul><ul><li>i.e. Transfer of members, the youth group’s trip to Gettysburg, and other matters not likely to require discussion. </li></ul></ul></ul><ul><ul><li>Any issue that any single member of the council desires to discuss can be removed from the consent agenda without debate. </li></ul></ul><ul><ul><li>This would require the Council to read! </li></ul></ul><ul><ul><li>The necessary assumption is that the Council accepts its responsibilities. </li></ul></ul>
  17. 23. <ul><ul><li>Use the Executive Committee to review such matters and report them in their minutes. </li></ul></ul><ul><ul><li>Any issue could be discussed under the Committee’s report and overridden when and if appropriate. </li></ul></ul><ul><ul><li>Approval of the Executive Committee’s Minutes would be an approval of their actions. </li></ul></ul><ul><ul><li>No fiduciary action taken by the Executive Committee would be implemented until after the Council meeting. </li></ul></ul><ul><ul><li>Only those matters needed for the Synod to function between Council meetings would take effect immediately. </li></ul></ul>
  18. 24. <ul><li>Committee reports could be provided in writing and sent to Council members prior to the Council meeting. </li></ul><ul><li>Only matters that use the Council as a sounding board or as a resource are discussed at the Council meeting , </li></ul><ul><li>as well any matters reported in writing that a Council member desires to discuss. </li></ul>
  19. 25. <ul><li>One portion of every meeting would be spent discussing a matter(s) of strategic or missional importance. </li></ul>
  20. 26. <ul><li>Dwelling in the Word (Devotions) </li></ul><ul><li>Minutes of the previous meeting </li></ul><ul><li>Removal of any items from the consent agenda </li></ul><ul><li>Approval of the consent agenda Mission discussion </li></ul><ul><li>Treasurer's report </li></ul><ul><li>Committee Reports requiring discussion and/or action </li></ul><ul><li>Unfinished Business </li></ul><ul><li>New Business </li></ul><ul><li>Next meeting date and possible mission discussion issues </li></ul><ul><li>Agenda </li></ul>
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