1. 1 EXAMINING PARKDALE’S GOVERNANCE Congregational Meeting December 7, 2008

2. 2 Purpose of today’s meeting  Overview of existing governance structure  The need for improvement/restructuring  Review of progress to date  Outline of proposed new governance regime  Implementation issues/timing  The Congregation’s views/observations (Is there consensus?)  Next steps

3. 3 Parkdale’s Vision To form followers of Jesus in such a way as to transform our community and our world

4. 4 Parkdale’s Mission Uniting in joyful worship as an act of praise and gratitude, and for inspiration and guidance Uniting in joyful worship as an act of praise and gratitude, and for inspiration and guidance Providing learning opportunities for the Christian way of life, and to enhance Biblical literacy Providing learning opportunities for the Christian way of life, and to enhance Biblical literacy Supporting one another through pastoral care and concern Supporting one another through pastoral care and concern Reaching out to people in need Reaching out to people in need Promoting justice Promoting justice Praying for guidance, wisdom and support Praying for guidance, wisdom and support

5. 5 Parkdale’s Governance Structure The Official Board M & P Trustees Session Finance Committee (was Stewards) Ministry Staff M & P Rep. Property Trustees Rep. Presbytery Rep. Reps. of other Committees

6. 6 Governance Structure Official Board: 62 members, meets 4-6 times/year Official Board: 62 members, meets 4-6 times/year Official Board Executive: 16 members, Official Board Executive: 16 members, meets prior to full OB or ad hoc as req’d. meets prior to full OB or ad hoc as req’d. Committees of Session & OB: meet at various intervals Committees of Session & OB: meet at various intervals Session: 46 Elders, meets 4-5 times/year Session: 46 Elders, meets 4-5 times/year

7. 7 Governance Structure Official Board Committees  Ministry & Personnel  Stewardship  Financial Trustees  Property Trustees

8. 8 Governance Structure Session Committees  Pastoral Care  Mission & Outreach  Christian Enrichment  Membership Development  Communion Arrangements  Worship

9. 9 The Need for Review Why should our current structure be revised? Healthy for any organization to periodically review its mandate, structure and functions Healthy for any organization to periodically review its mandate, structure and functions Existing governing structure essentially unchanged since 1971 Existing governing structure essentially unchanged since 1971 Excessive bureaucracy (too many meetings, too long to make decisions) Excessive bureaucracy (too many meetings, too long to make decisions) Overlap, duplication, “talking - not doing” Overlap, duplication, “talking - not doing”

10. 10 The Need for Review New initiatives stifled, creative thinking inhibited New initiatives stifled, creative thinking inhibited Extreme challenge for succession planning: difficulty recruiting fresh talent for leadership, committees Extreme challenge for succession planning: difficulty recruiting fresh talent for leadership, committees Lack of flexibility to enable fulfillment of Vision & Mission Lack of flexibility to enable fulfillment of Vision & Mission Unsuccessful attempts at renewal in 1983, 1995, 1997, 2001 Unsuccessful attempts at renewal in 1983, 1995, 1997, 2001 Every Household Visitation (EHV) initiative in 2006 urged action Every Household Visitation (EHV) initiative in 2006 urged action

11. 11 Steps Taken To Date Spring/07 –Small group examined governance structures of several Ottawa-area churches sharing Parkdale’s characteristics Spring/07 –Small group examined governance structures of several Ottawa-area churches sharing Parkdale’s characteristics Fall/07 – Findings reported to Board and Session; Small group mandated to research further and make recommendations Fall/07 – Findings reported to Board and Session; Small group mandated to research further and make recommendations January/08 – Additional consultations with congregational leaders, including with Dr. Bailey January/08 – Additional consultations with congregational leaders, including with Dr. Bailey

12. 12 Steps Taken To Date May/08 – Half-day congregational consultation workshop; (summary of outcome published in June issue of The Messenger) May/08 – Half-day congregational consultation workshop; (summary of outcome published in June issue of The Messenger) June/08 – Alternate governance options presented to the Official Board June/08 – Alternate governance options presented to the Official Board Summer/08 – Additional research, and consultations/discussions with key stakeholders Summer/08 – Additional research, and consultations/discussions with key stakeholders

13. 13 Steps Taken To Date September/08 –Official Board agreement-in-principle (unanimous) to seek congregational approval for Council structure September/08 –Official Board agreement-in-principle (unanimous) to seek congregational approval for Council structure October/08 - Detailed outline of proposal published in October issue of The Messenger October/08 - Detailed outline of proposal published in October issue of The Messenger October/08 – Further examination of other congregations’ experience with Council model (e.g. Southminster United) October/08 – Further examination of other congregations’ experience with Council model (e.g. Southminster United) December/08 - Congregational meeting to outline proposal and obtain feedback from members of Congregation December/08 - Congregational meeting to outline proposal and obtain feedback from members of Congregation

14. 14 Proposed Council Structure COUNCIL COMMITTEES CONGREGATION (A council is a suggested governance model endorsed by UCC)

15. 15 Proposed Structure Congregation Council Standing Committees(4) Ministry Committees(8) Task- Oriented Working Groups SecretaryPresbytery rep. Life Elders

16. 16 Proposed Structure Standing Committees Ministry & Personnel Property Trustees Finance Trustees Recruitment & Succession Planning Pastoral Staff

17. 17 Proposed Structure Ministry Committees Worship Stewardship Co-ord. Pastoral Care Mission & Outreach Co- ord. Christian Enrichment Communication Membership Development & Rolls Youth

18. 18 Proposed Structure Working Group Coordinating Committee (Project Examples) Rummage Sales Coffee Shop Memorial Garden Fall Bazaar In From the Cold Special projects as identified in carrying out Vision

19. 19 Proposed Structure (Cycle of Accountability) COUNCIL Takes action COMMITTEES Implement CONGREGATION Sets direction Council’s role: leadership, strategic oversight, coordination & support, spiritual development & stewardship

20. 20 Key Council Features  Replaces existing Session and Official Board  Less bureaucracy; fewer meetings  More strategic; action-oriented  Council of 15-18 + Ministry staff  Continuing accountability to Congregation

21. 21 Key Council Features  Accommodates broad participation in delivery of Mission and Vision without long- term commitment to serve on Council i.e. is project/goal oriented  Taps into un/underutilized talents and energies through empowerment of Working Groups  Stimulates individual initiative; encourages new members to become involved

22. 22 Implementation Mechanics  Official Board & Session are wound down  Congregation elects Council members, either as a group, or to specific posts - e.g. Chair, Secretary. (Option: Council itself could select Chair, Secretary)  Members serve 2-year terms; eligible for re-election  After initial year of Council operation, “overlapping” of terms to provide continuity  Council staffs Committees, appoints Chairs  Finance Committee appoints Treasurer

23. 23 Operating Mechanics  Working Group Coordinating Committee receives and evaluates proposals for special ministries/projects  Committee empowered to approve projects within specified limits; recommends major initiatives to Council  Committee provides Council with periodic progress reports on activities/initiatives

24. 24 Key Operating Issue  Impact of abolishing the Session - Need to assure ongoing spiritual oversight/nurture of the Congregation - All Council members are Elders - Ongoing contact/communications with Congregation will be vital - Ongoing contact/communications with Congregation will be vital

25. 25 Contact/Communications Pastoral Care Team – highly effective in pastoral care to (mostly) senior members Pastoral Care Team – highly effective in pastoral care to (mostly) senior members Current Elders with interest in visiting; would unlikely need additional PC training Current Elders with interest in visiting; would unlikely need additional PC training “Twinning” or “Buddy” system to ensure ongoing contact “Twinning” or “Buddy” system to ensure ongoing contact Publish decisions of Council Publish decisions of Council The Messenger is an excellent information medium; ensure that all members receive it The Messenger is an excellent information medium; ensure that all members receive it

26. 26 Council Advantages/Benefits  Council emphasizes the responsibility of all members of the congregation to be engaged in ministry  All councillors are Elders – the Council is the Court and acts as a round table  Principal Council function is strategic direction; Council leadership is focused on planning, priorities, coordination  Increased autonomy to committees – the Council defines “parameters of permission”; Commitees initiate action  Can place people where their gifts/talents can be used most effectively, rather than selecting “pegs to fill holes”

27. 27 Challenge > May require a pro-active communication strategy to demonstrate that there is appropriate accountability for ministries > Need to dispel any perception of a possible “concentration of power.” Will require effective ongoing two-way communication with Congregation members

28. 28 Next Steps If today’s meeting signals Congregational consensus in favour of a proposed Council, Official Board moves forward, selects Implementation team, develops transition scenario and full/final plan If today’s meeting signals Congregational consensus in favour of a proposed Council, Official Board moves forward, selects Implementation team, develops transition scenario and full/final plan Present plan to Congregation for formal vote at a special meeting Present plan to Congregation for formal vote at a special meeting Obtain Presbytery approval (as per UCC requirements) Obtain Presbytery approval (as per UCC requirements) Proceed with implementation Proceed with implementation

29. 29 Tentative Timing Special Congregational meeting in spring 2009 to vote on final plan Special Congregational meeting in spring 2009 to vote on final plan Submission of plan to Presbytery for formal approval (estimated turn-around time - approximately one month) Submission of plan to Presbytery for formal approval (estimated turn-around time - approximately one month) Ideally, launch new Council in August 2009, to coincide with traditional resumption of the church program year Ideally, launch new Council in August 2009, to coincide with traditional resumption of the church program year Transition strategy: Seek approval at AGM (February 15, 2009) to extend terms of existing Session and Board members until August; no fresh appointments during interim Transition strategy: Seek approval at AGM (February 15, 2009) to extend terms of existing Session and Board members until August; no fresh appointments during interim

30. 30 Governance Review/Proposals Conclusion Discussion Time - Questions - Questions - Observations - Observations - Comments - Comments