1. CCHALWRKSingleCouncilStructure120312 Directional Leadership Governance & Structure

2.  Our core purpose today is to understand the role of the Single Council/Board approach to church governance will facilitate the implementation and accomplishment of the church’s Mission and Vision.

3. EMPOWERMENT Those who are responsible and accountable are given the authority to equip, lead and make decisions within their ministry area.

4. 1. Visioning 2. Support 3. Budget/Financial Oversight 4. Policy Manuals (building, SPRC [personnel handbook], safe sanctuaries, etc. 5. Establish system for accountability to mission, vision, values, and goals 6. Establish system for accountability to operational boundaries for pastors and paid and volunteer staff

5. Board members must have the freedom to stop the conversation when it becomes apparent thee board has entered into a managing mode

7. Accountable Leadership Organizational Chart From Winning on Purpose, by John Edmund Kaiser) And EPHESIANS 4:11-13 Owner: CHRIST 1st Beneficiaries: PEOPLE OUTSIDE 2nd Beneficiaries: PEOPLE INSIDE Player: THE BOARD Position: GOVERNANCE Player: THE PASTOR Position: LEADERSHIP Player: STAFF MEMBER Position: MANAGEMENT Ministry Team Player: STAFF MEMBER Position: MANAGEMENT Ministry Team Player: STAFF MEMBER Position: MANAGEMENT Ministry Team

8. While the organizational chart correctly reflects the lines of accountability, it fails to capture the functional relationship of the team. The Church – The Body of Christ

9. The congregation is the most dominate player of the team active in outward (1 st Beneficiary) and inward (2 nd Beneficiary) focused ministry.

10. The paid and unpaid staff (also known as management), support the congregation through equipping and coordination. Functional Accountable Leadership Winning on Purpose Pg. 47

11. Out in front is the Pastor, who: Leads the Staff by directing it. (thus the solid line) Leads the Staff by directing it. (thus the solid line) Functional Accountable Leadership Winning on Purpose Pg. 47

12. The Pastor influences the: Congregation primarily through teaching (thus the dotted line) Congregation primarily through teaching (thus the dotted line) Board/Council primarily through envisioning (thus the dotted line) Board/Council primarily through envisioning (thus the dotted line)

13. The Board supports and undergirds the pastor to insure effective pastoral Leadership.

14. First Task: Safeguard the owner Who is the owner?

15. According to Matthew 16:18, whose church is it? And I tell you that you are Peter, F63 and on this rock I will build my church, and the gates of Hades F64 will not overcome it. F65 F63 F64 F65 And I tell you that you are Peter, F63 and on this rock I will build my church, and the gates of Hades F64 will not overcome it. F65 F63 F64 F65 And I tell you that you are Peter, F63 and on this rock I will build my church, and the gates of Hades F64 will not overcome it. F65 F63 F64 F65 And I tell you that you are Peter, F63 and on this rock I will build my church, and the gates of Hades F64 will not overcome it. F65 F63 F64 F65 And I ( Jesus) tell you that you are Peter, and on this rock I will build my church, and the gates of Hades will not overcome it. Jesus is the owner.

16.  Anyone who has a problem with this has a bigger problem than any structure can fix.

21. o “If an organization is tolerant of everything, it will stand for nothing.” o In addition to adherence to the Mission and Vision, Values are critical to establish clarity in the church. o Values, to be values, must be written down and followed.

22. o Clarity: o To attract the right staff members and repel the wrong ones. o To attract the right congregates and help those not aligned to find a church where they are aligned.

23. Core Values: 1.Two or three behavioral traits which lie at the heart of a church’s identity 2.They already exist 3.Do not change over time

24. Core Values: 4.Will be followed even if it punishes the organization 5.Guide every aspect of the organization from hiring and firing to strategy and performance management.

25. Aspirational Values o These are characteristics a church wants to have, but are not necessarily inherent throughout the entire organization.

26. Aspirational Values o These are characteristics a church wants to have, but are not necessarily inherent throughout the entire organization.

27. Aspirational Values o These are characteristics a church desires, but are not necessarily inherent throughout the entire organization.

28. Accidental Values o Are values that sneak in unintentionally. o Are contrary to the mandates and teachings of Jesus. o Leadership must be on guard to protect the body from these unintentional values.

31.  As in the game of Basket ball, the Ad Council/Board determines what should not be done by setting boundaries.  The rules of a game do not tell you what you can do, the rules tell you what you can’t do.  Rules give you freedom – Adam & Eve were told what not to eat not what to eat.  Like the basketball coach & player, those leading ministries are given the freedom to operate within boundaries or guidelines.

33. REMEMBER: o Keeping the rules is not the objective Jesus’ church is trying to accomplish. The objective is to fulfill the mission to make disciples.

34.  Safe Guard of our UMC System: › The Board and Pastors under appointment are accountable to The Discipline of the United Methodist Church (Supervision is the responsibility of he D.S. and Bishop).

35.  It is inherit upon the Board to insure the Pastor is held accountable to the mutually agreed upon goals, which are in alignment with the Mission, Vision, and Values of the church.  Goals change from year to year, sometimes within the year.  Every staff member and ministry area needs to establish agreed upon goals which are in alignment with the Mission, Vision and Values of the church.

36. Ad Council Sr. Pastor Sr. Mgmt. Team Vol./Paid Staff Ministry Assistant Sr. Mgmt. Team Vol./Paid Staff Sr. Mgmt. Team Vol./Paid Staff Ministry Assistant

37.  Accountability necessitates periodic review (at a minimum yearly) of the Pastor who reviews the paid and unpaid staff, who reviews those to whom report to them.

39. By-Laws:  How the Board is authorized to be the board.  Book of Discipline defines a church’s by-laws.  A sample based upon The Discipline of the United Methodist Church

40. Covenant:  Creating a covenant can help the Board enjoy healthy and holy relationships.  See Example

41. Reports: o Board determines the reports it desires to have for each meeting o Reports are sent out prior to the meeting so meeting time is not used to read reports o If a report generates concern or needs further clarification, any board member can ask that item to be placed upon the agenda.

42. Minutes:  For legal purposes it is necessary to open and close each “responsibility” of the Board (SPRC, Trustees, and Finance)  Create a template for your minutes where each “responsibility” is listed and to insure proper legal protocol is followed.

43. Meeting Agenda (pgs. 149-150) : o 75% of meeting time spent upon board training (leadership development) and the focus of the meeting. o Every responsibility (SPRC, Trustees, Finance, Nominations) of the church may not be done in every meeting. o Visioning may be a yearly retreat o Staff review and ministry audits may be scheduled once or twice year. o Budgeting meeting another time.

44. Governance is EMPOWERMENT Those who are responsible and accountable are given the authority to equip, lead and make decisions within their ministry area.