This webinar is designed to help congregational boards understand the nature of their work--what is it, and what is it not! It is designed as orientation and thought piece.
7. WHAT IS A BOARD?
Body of people committed to the well-being
of the congregation
Legal entity responsible for the
congregation
First among equals
Granted powers of decision making by:
State/Commonwealth by law
Congregation through bylaws
Tradition and history
8. JOBS OF BOARD
Fiduciary
Duty of care, loyalty to mission, and obedience
to foundational documents
Govern by Policy
Create the policies that will guide all four aspects
of congregational life
Create policies that will articulate the ―separation
of duties‖ and delegate responsibility and
authority appropriately
Spend time on ―open questions‖
Who are we, where are we going, what is next
9. WHAT IS IT RESPONSIBLE FOR?
Three separate (but related) obligations:
Fiduciary – duty of care
Strategic – duty of planning
Generative – duty of forward thinking
Governance as Leadership
10. FIDUCIARY RESPONSIBILITIES
Duty
of loyalty and care for the
congregation through:
Financial oversight to protect against waste,
theft or misuse and ensure resources used
effectively and efficiently
Mission oversight to make sure that
congregation does not unintentionally drift or
intentionally shift from its main mission/goals
Oversight to protect from foreseeable harm
11. FIDUCIARY RESPONSIBILITIES
Not only legal imperatives but also moral and
practical imperatives
Set the tone and tenor of how the congregation
is, should be and could be
―Trustee‖ holds assets for the benefit of
another—Board members hold the congregation
as a trust for future generations and for its
mission
―Technical‖ work, not adaptive—finding the best
way to do what we know needs to be done, and
has been done before by others
12. FIDUCIARY QUESTIONS
Do our systems and procedures protect:
The congregation from financial loss or
downturn?
The people from physical, psychological or
spiritual harm?
Our children and other vulnerable adults from
abuse?
Our buildings/campus from loss and destruction?
Us from being sued for things over which we
should have control?
13. STRATEGIC RESPONSIBILITIES
Shiftfrom internal review and oversight to looking at
possibilities ―out there‖
How to get from Point A to Point B
Big picture of congregation’s future: look to internal
strengths and weaknesses and align with external
opportunities and threats
Look for where going, and what could be doing
Focusing on the next 3-5 years
Moving from ―technical‖ to ―adaptive‖ challenges,
where there are no real concrete answers, but
ambiguity and learning both exist
14. STRATEGIC QUESTIONS
Who should we be 3-5 years from now?
What is our mission, and how do we
achieve it?
What is our trajectory for the next 3-5
years?
What strengths, weaknesses, opportunities
and threats exist outside of us?
How can we build for the future?
What is the Board’s role in moving the
congregation forward?
15. GENERATIVE RESPONSIBILITIES
Fiduciary & Strategic could be called management
Generative is ―leadership‖
What could we be, what else is possible?
Thinking outside of the box
Looking to meaning and enhancing the
congregation’s value
Longer term vision—min. 5-10 years, and looking at
the changing frame of society and religion
Pure ―adaptive‖ work—it exists in ambiguity and
possibility and there’s no clear answer to any of the
questions; a wide open field
16. GENERATIVE QUESTIONS
What will be most strikingly different about
our congregation five years from now?
What do we hope will be most strikingly
different about our congregation five years
from now?
Five years from now, what will be
considered this current Board’s most
important legacy?
17. GENERATIVE QUESTIONS
What is possible for us?
Who sees the situation differently?
What are we missing?
What is the biggest gap between what we
claim and what we do?
What headline would we most like to see
about us? What least like to see?
18. RISKS IN CONGREGATIONAL
GOVERNANCE
Some ways congregations get trapped:
Trying to secure support by ―pandering‖ to
people’s fears and prejudices
Need to ask people to step beyond their fears
Succeeding so well at organization that it
loses its religious mission
Forget the true purpose of the congregation: to
transform people and the world
Livingfor the policy development, building,
rather than mission
19. WHAT MAKES GOVERNANCE
WORK?
No one right way for carrying out
You are looking for:
Unified structure for making governance
decisions
Mission, Vision, Evaluation
Unified structure for making operational
decisions
Program, Staff, Volunteer Accountability
Creative, open atmosphere for ministry and
governance
Transformation of people, the world
20. WHAT MAKES GOVERNANCE
WORK?
Clarityabout job and job description
Recruitment part of ongoing leadership
development program
Orientation of new members
To the life of church, including physical plant
To the Board and its operations (including
history, policy, covenant, expectations)
Regular evaluation of Board’s performance,
including Board Member’s self-evaluation
21. ORIENTATION
Orientation to the position
What are the expectations?
What are the existing documents?
What scope or limitations?
Confidentiality conversation
Orientation to the congregation
History, including relevant secrets
Mission
Tour of premises
22. EVALUATION
Evaluation of:
Programs, practices, policies: are they
the right ones for us now?
Board performance: Are we doing our jobs,
or someone else’s? Are we following our
covenant of how we are working?
Board members: How am I contributing? Am
I showing up? Doing my part? Remaining
open to the whole? Holding on to the past?
23. BECAUSE YOU ASK: WHAT KINDS OF
GOVERNANCE POLICIES?
There are four kinds of policy that Boards need:
Discernment: all about mission, and how that’s
determined
Strategy: all about what things at what time; what
are the major projects and when will they happen
Management: ensuring that things run, and they run
right, by delegating power and authority
appropriately
Oversight: ensuring that the resources of the
congregation are properly safeguarded, managed,
handled
24. RESOURCES
Governance as Leadership: Reframing the Work of
Nonprofit Boards, Richard P. Chait, William P. Ryan and
Barbara E. Taylor; Wiley
Governance and Ministry: Rethinking Board Leadership,
Dan Hotchkiss; Alban Institute
Congregational Leadership in Anxious Times: Being
Calm and Courageous No Matter What, Peter L. Steinke,
Alban Institute
Leadership Without Easy Answers, Ronald A. Heifetz,
Belknap Press of Harvard University Press