Accountable Leadership and Single Board Model Created by Mike - PowerPoint Presentation

Accountable Leadership and Single Board Model Created by Mike Tyson of the Texas Annual Conference . Adapted for the Oklahoma Conference by Crossroads District (inserted slides are marked)

Important Essential Points to Note!Please attend to these! Do inform the DS that you are exploring and/or working toward a single board structure. Do use healthy process and communication to explore and adopt the Single Board Accountable Leadership Model. Do take enough time so that the church has time to embrace the new model. (Stephan Ross’s book recommends 1 year) Do implement both “Accountable Leadership” together with “Single Board” Structure. Do prepare and adopt Organizing Documents (See the document: “ Sample Organizing Documents for the Single Board Model” and later slides.) Do finalize and adopt with a Charge or Church Conference , at the discretion of the DS.

St. Mark’s UMC – Bethany reports What have we experienced so far? Leaders are more engaged in the process of leading The number of people actually involved has increased Decisions are being made more rapidly Council is discussing needs and strengths in productive ways Decisions are made in a cooperative and information-rich environment And …

Attendance has improved dramaticallyDiscussions benefit from a wider range of viewpoints There is a stronger sense of ‘us,’ of community We are addressing more difficult issues Church members who are not on Council are attending out of interest Council meetings are longer, about 2 hours, but replace three meetings that were running about 1-1.5 hours each. We plan to meet every other month, more often as needed.

Leadership & Organization “There is a synergy about “leadership” and “organization.” The one leads to the other. Great leaders create effective organizations and effective organizations grow great leaders. The key adjective is the word effective. The organizations of the established church today are anything but effective. "Tom Bandy From the foreword of Winning on Purpose

What are the measureable , describable, actionable differences t hat God is calling us to make in the world / community in our life and work as faith communitiesin our leadership practice during this chapter of our life together? The primary question: Based on our shared missional imperative: “to make disciples of Jesus Christ for the transformation of the world.”

Missional ~ Spiritual ~ Effectual Discern, develop, and deploy measurably effectual leadership (laity and clergy).   bridge: Such missional, spiritual, effectual LEADERSHIP bears the following fruit :

Missional ~ Spiritual ~ Effectual Local FAITH COMMUNITIES are externally focused (missional), internally faithful (spiritual), strategically effective (effectual), and they measurably make, form, incorporate, and deploy effective DISCIPLES OF JESUS   bridge : Such missional, spiritual, effectual FAITH COMMUNITIES bear the following fruit :

Missional ~ Spiritual ~ Effectual Measurable TRANSFORMATION OF THE WORLD is produced . Externally focused (missional), internally faithful (spiritual), strategically effective (effectual) actions by these WELL-LED FAITH COMMUNITIES result in transformative differences made in the social and worldly realities within our reach

Missional ~ Spiritual ~ Effectual bridge: Such missional, spiritual, effectual actions of realized transformation result in a changed external reality that still leaves sheep and harvest to be gathered, and again pleads for externally focused (missional), internally faithful (spiritual), strategically effective (effectual) LEADERSHIP

Missional ~ Spiritual ~ Effectual Missional ~ Spiritual ~ Effectual 1 . Leadership (lay and clergy) 2 . Faith Communities (New, Renovating ) 3. Transformation (personal, societal…)Missional ~ Spiritual ~ Effectual 1. Leadership (lay and clergy) 2. Faith Communities (New, Renovating) 3. Transformation (personal, societal…)Missional ~ Spiritual ~ Effectual 1. Leadership (lay and clergy) 2. Faith Communities (New, Renovating) 3. Transformation (personal, societal…)

Administrative Structure can help churches be “missional,” “spiritual,” and “effectual”. . . Single Board Model also Called Accountable Leadership

In a nutshell, the accountable leadership model is when the board governs, the pastor leads, the staff ( paid & volunteer ) manage, and laity and laity teams are involved in hands-on ministry.

Accountable Leadership Organizational Chart (From Winning on Purpose, by John Edmund Kaiser)

Holding Others Accountable is SIMPLE S = Set Expectations I = Invite Commitment M = Measure Progress P = Provide Feedback L = Link to Consequences E = Evaluate Effectiveness

In another nutshell,the simplified structure combines the functions of trustees, finance, staff/ pastor-parish relations, the church council, and other representative officers required by the Book of Discipline. a nd, requires the accountable leadership model,

Crossroads District Oklahoma Annual Conference Simplified, Single Board, Accountable Leadership Model of Church Administrative Structure (Adapted from the Oregon—Idaho UMC Model, Stephan Ross’s book. Approved by the bishop and cabinet, October 2015)Crossroads / OKUMC

The Single Board combines Council, Trustees, Finance, and S/PPRC “ the entire council functions together as Trustees, Finance and SPRC. The people specifically elected in those areas provide expertise, focus, and information in their area of specialty, but do not make decisions apart from the council as a whole.” (Ross, Kindle 2215-17) Crossroads / OKUMC

Committee on Lay Leadership ( Nominations & Leadership Development. 5 to 11 persons) Functions separately. Chaired by Lead Pastor. No more than half may also serve on the Single Board. The committee is to be composed of not more than 9 persons elected to 3-year terms in 3 classes, plus the lay leader and pastor. (Par. 258.1.) Crossroads / OKUMC

The Single Board : 13 members, 12 elected & pastor (or, 9 members depending on the size of the church) Pastor ( Pastor is always a voting member of the board but never the Chair. Although he or she could run the meeting in the absence of the chairperson.)3 Trustees (3-year terms, each in one class)3 Finance (3-year terms, each in one class--may combine Trustees and Finance as the same 3 persons)3 SPRC (3-year terms, each in one class)Lay leader/Church Council ChairLay member of Annual Conference (¶252.5g) Other Person(s) as Needed for a Particular Local Church (0 to 3 persons for an odd number total of 9, 11, 13, or 15)E.g. past lay leader or lay leader elect. Crossroads / OKUMC

Charge and Church Conference functions remain in place, per the current Book of Discipline and it’s allowance for alternative structure. Crossroads / OKUMC

To move to a simplified model , the church must use a wise process such as that described in Stephan Ross’s book, Leadership and Organization for Fruitful Congregations : that is, explore, learn, devise, get approval of DS, use excellent process for adoption and implementation —see Ross’s Appendix A also. Crossroads / OKUMC

How to Know Which Hat to Wear in the Simplified Structure & Accountable Leadership Model Quoted and adapted from: Farr, Bob; Kotan , Kay (2015-04-21). Ten Prescriptions for a Healthy Church (Kindle Locations 2323-2354). Abingdon Press. Kindle Edition.Crossroads / OKUMC

Imagine sitting around the table with all the members of the simplified structure. Now imagine there are four hats sitting in front of each person—finance, trustee, SPPRC, Council/board hats. Financial Hat: When there is a financial issue of a governing nature that needs the attention of the simplified structure, everyone at the table picks up their “financial hat.” Each person on the board is responsible for the final financial decisions of the board. Crossroads / OKUMC

SPPRC Hat: Now a topic for staff/ pastor-parish relations needs to be addressed by the board. Now everyone on the board removes removes their “financial hat” and replaces it with the “staff/ pastor-parish relations hat.” Trustee Hat: The same is true for a trustee issue. Council/Board Hat: When a general governing issue needs to be addressed by the board, the participants put on their fourth hat, “council/ board hat.” Governing issues to be addressed by the general board might be hearing the goal update report from the pastor and holding him or her accountable for the accomplishment of such. Crossroads / OKUMC

What Hat Between Meetings of Council/Board ?: When the meeting is over, this is where it gets a bit tricky—WEAR YOUR ELECTED OFFICE HAT. If you are a trustee representative on the board, you pick up your “trustee hat” and wear it between board meetings. The same is true for the staff/ pastor-parish relations and finance representatives. These teams of people (usually three representatives in each of the three areas) are responsive to the pastor when day-to-day governing issues come up within their designated area. Crossroads / OKUMC

For example, if there is an employee issue that comes, the pastor may need some assistance from these staff/ pastor-parish relations representatives. The SPPRC representatives would complete the annual pastor’s review and share it with the board. (Reminder: in the accountable leadership model, the pastor has the authority to hire and fire staff as needed to accomplish the mission, vision, and goals of the church.) Crossroads / OKUMC

For example, if the furnace goes out, a trustee is contacted. They are given the authority to handle the situation within the boundaries set by the board . If a repair costs under a certain amount, the trustees have the authority to carry out the repairs. If replacement is needed and is already in the budget, the trustee has the authority to carry out the replacement within any limitations set by the board about checking on cash flow or funding. Crossroads / OKUMC

The work of the three finance representatives will be to create the annual budget and take it to the board for review and approval. And, if there is a financial issue that comes up, the pastor may need some assistance from these finance representatives.Crossroads / OKUMC

In other words, designated representatives and officers are given permission to go about their particular roles and duties efficiently and effectively without having to ask permission. Authority is granted while holding the persons responsible and accountable. Crossroads / OKUMC

Those on the board who are not trustee, finance, or staff/ pastor-parish relations representatives wear the “council/ board hat” between meetings . Their focus is on the accomplishment of the the mission, vision, and goals. ” Farr , Bob; Kotan, Kay (2015-04-21). Ten Prescriptions for a Healthy Church (Kindle Locations 2323-2354). Abingdon Press. Kindle Edition.Crossroads / OKUMC

Resources :   Leadership and Organization for Fruitful Congregations , Stephan Ross Renovate or Die , Bishop Farr / Kotan, Ch. 10Ten Prescriptions, Bishop Farr / Kotan, Ch. 9Winning on Purpose, Edmund KaiserJust Say Yes, Bishop Robert Schnase  Crossroads / OKUMC

When we aim at nothing in particular, that’s what we hit.

Jesus was very clear, the mission of every church…every disciple is to: “go and make disciples of all nations, baptizing them in the name of the Father and of the Son and of the Holy Spirit, and teaching them to obey everything I have commanded you. And surely I am with you always, to the very end of the age ” – Jesus, Matthew 28:19-20

VisionThe unique way a congregation achieves or accomplishes the mission. The key ingredients of a vision statement need to be outwardly focused, measurable, and provides a framework for goals and accountability for the congregation and staff. What % of the mission field are you going to reach for Jesus?

Church Wide GoalsWho? When? Where? How? Did it work? S pecific M easurable AchievableR elevantTime-Based

Leadership & Organization “There is a synergy about “leadership” and “organization.” The one leads to the other. Great leaders create effective organizations and effective organizations grow great leaders. The key adjective is the word effective. The organizations of the established church today are anything but effective. "Tom Bandy From the foreword of Winning on Purpose

Accountable Leadership This workshop is based on concepts from the book: Winning on Purpose: How to Organize Congregations to Succeed in Their Mission by John Edmund Kaiser

Winning on PurposeFrom the beginning of scripture it is clear that God is fighting for His people. His people, with His help conquered the people already living in the promised land so the Israelites could live in the place He chose for them. In the New Testament the verbiage makes some transition from winning to fruitfulness. Jesus is concerned about bearing fruit for the Kingdom of God. This is the same idea as winning, we are accomplishing our mission of making disciples of Jesus Christ,

Paul writes this1 Corinthians 9:22 – 9:27 22 To the weak I became weak, so that I might win the weak. I have become all things to all people, that I might by all means save some. 23 I do it all for the sake of the gospel, so that I may share in its blessings. 24 Do you not know that in a race the runners all compete, but only one receives the prize? Run in such a way that you may win it. 25 Athletes exercise self-control in all things; they do it to receive a perishable wreath, but we an imperishable one. 26 So I do not run aimlessly, nor do I box as though beating the air; 27 but I punish my body and enslave it, so that after proclaiming to others I myself should not be disqualified.

Winning for the Kingdom of God MattersWe as disciples as a church need to win, we need to be effective at accomplishing our mission. It is of eternal importance to those in our communities and beyond that we make as many followers of Jesus that we can. You can’t save them all?…Remember the story of the boy throwing starfish back into the water when there were thousands washed up on the beach, a man came along and asked the boy why he was bothering to do that, saying it doesn’t matter, you can’t possibly get them all back in the water. The boy paused and said that is true but it matters to this one as he threw it back into the ocean.

Leadership & Organization “There is a synergy about “leadership” and “organization.” The one leads to the other. Great leaders create effective organizations and effective organizations grow great leaders. The key adjective is the word effective. The organizations of the established church today are anything but effective. "Tom Bandy From the foreword of Winning on Purpose

Typical Church Structure The typical church structure is driving the mission versus the mission driving the structure!

Who are we here to serve?To effectively accomplish it’s mission a church must first decide for whom it primarily exists, Why is it here? If the church’s primary focus is taking care of one another the church will fail in accomplishing the mission of making disciples and ultimately die Only an externally focused = missional church, one who lives to serve and care for the people outside of the church in its community and the world, can effectively make disciples.

Does that mean we don’t take care of one another? No! We can do both, be focused on the world and people outside the church and take wonderful care of one another and have fun along the way. It has been my experience that those churches that are focused first on those outside the church enjoy church more and receive better care from their church family than the church that is solely focused on caring for each other.

How is your church structured? So does the leadership structure of your church effectively support the mission of your church? We know that great leaders create effective organizations and effective organizations create great leaders .

Structure is important: It supports the Mission Structure = the design and arrangement of tangible factors in time and space. Forms of Structure: Budgets / Finances Calendar Facility / Buildings

Structure & Changing Generations Post WWII – Baby Boomers – Gen X – Millennials The WAY we do church is changing Attendance Meetings Committees to Teams

Problem with most Structures Promotes disunity and enables dysfunction Clear lines of authority…but no clear lines of accountability All responsibility on the pastor, but little or no authority Nearly impossible to make difficult and timely decisions

Most Structures will fall into one of these categories Anarchy Democracy Oligarchy Hierarchy

Anarchy Problem with most Structures Hard to win if no one is sure who’s calling the plays

Democracy Problem with most Structures Hard to win if everyone calls the plays

Oligarchy Problem with most Structures Hard to win if a committee calls the plays

Hierarchy Problem with most Structures Hard to win if bureaucrats call the plays

TruthAs United Methodists our Book of Discipline has shaped our structure. But the truth is that while many of our church’s have the proper structure in place often times there is no effective functioning of this structure and we find ourselves in one of the above for conditions.

There is another way . . . Single Board Model also Called Accountable Leadership

https://www.vocabulary.com/dictionary/accountabilityAccountability is a noun that describes accepting responsibility, and it can be personal or very public. A government has accountability for decisions and laws affecting its citizens; an individual has accountability for acts and behaviors. accountability means admitting you made a mistake. accountability shows ownership and a willingness to admit mistakes.

The Single Board Model put forth in the book Winning on Purpose focuses on accountability We know that the structure that is dictated by our discipline can lead to many of the situations outlined in the discussion of various structures. Or that the “real way” we do the business of the church can result in a lack of accountability. The single board model seeks to empower those doing and those managing ministry, and hold accountable those who are leading the way, while providing big picture oversite by the board.

The Single Board Model put forth in the book Winning on Purpose focuses on Accountability The single board model seeks to empower those doing and those managing ministry, and hold accountable those who are leading the way, while providing big picture oversite by the board. Winning on Purpose: How to Organize Congregations to Succeed in Their Mission by John Edmund Kaiser

Nimble Decision makingBy combining all of the administrative committees (SPRC, Finance, Trustees and Ad Council (or Church Council)) the church is more quickly able to make decisions, and ensure that those decisions are things that will move the church towards accomplishing its mission. Example: The church needs to repave the parking lot: Old system takes a minimum of three months Under single board model this decision can be made in one meeting.

TrustFor the single board model to be effective the first element that must be present is TRUST. If a majority of the congregation does not trust the new board, and or they do not trust the pastor this structure will lead to dysfunction with in the church which will in time potentially kill the church To be trusted the members of the board must be trustworthy , they must behave as followers of Jesus, keep confidence when appropriate, and be willing to hold accountable clergy, laity and staff for their actions, inaction, and behavior as well as be held accountable for their decisions and behaviors.

Communications The single board model is intended to reduce the number of people involved in the administrative life of the church to allow more people to actually be in ministry. It is necessary for the leaders to communicate very clearly to the congregation the decisions that the board is making perhaps with an explanation if that is appropriate. There must be a clear way for the congregation as a whole to hear and understand the actions of the board that is governing the church.

Which dynamic does your current structure foster? Control or Trust Trust

Control v. Trust ~ Pastor Control The pastor controls the ministries of the church to see that the people do things a certain way. Trust The pastor entrusts the ministries of the church to see that the people bear much fruit Trust

Control v. Trust ~ People Control The people control the leadership of the church to see that the pastor does things a certain way. Trust The people entrust the leadership of the church to see that the pastor bears much fruit Trust

Control v. Trust ~ Result Control Pastors and people treat each other like children because … Trust Pastors and people treat each other like adults because … Control v. Trust ~ Value …doing things a certain way is more important than bearing much fruit. …bearing much fruit is more important than doing things a certain way. Trust

Control v. Trust ~ Motto Control “If you want something done right, do it yourself.” Trust “My Father is glorified by this, that you bear much fruit, showing yourselves to be my disciples .” John 15.8 Trust

Division of DutiesA major league baseball team is made up of several elements and each element plays a specific role. A major league team has players that actually play the game, coaches that help the players improve, a manager that is responsible for implementing the strategy throughout the game and getting the right players in the right places, then there is the ownership who don’t meddle in the day to day operations or game day strategy, but rather take a big picture view of the direction the team is going. Ownership also tries to ensure the team has all of the tools and equipment it may need to win games.

 In this model, the board governs, the pastor leads, the staff (paid and unpaid) manage, and the congregation does “hands-on” ministry. (Farr, Bob; Kotan, Kay (2015-04-21). Ten Prescriptions for a Healthy Church (Kindle Locations 2296-2301). Abingdon Press. Kindle Edition. Emphasis added.) Division of Duties

Division of DutiesCongregation = Players who “minister”Staff* = Coaches who “manage” Pastor = Manager who “leads” Ownership = Board who “governs” * (for purposes of our discussion staff means a hired person or a lay person assigned to oversee a ministry area)

Division of DutiesCongregation = PlayersStaff* = Coaches who “manage” Pastor = Manager who “leads” Ownership = Board * (for purposes of our discussion staff means a hired person or a lay person assigned to oversee a ministry area)

Congregation : the “players” on the field of ministryIf the church is externally focused (as it should be) the congregation will serve others first and each other second. They put others first by serving people in the community, finding and meeting needs in the community and inviting others to “come and see” what God is doing in their church and helping them find a place in the church. They put themselves second but still do a wonderful job of caring for one another, bearing burdens together and for each other and praying for one another.

Congregation as the “Players” in MinistryThe congregation affirms and trusts the current leadership…or goes about changing it. As the single board model is implemented each year there will be a portion of the governing board elected at the annual charge conference. The congregation has the responsibility to affirm those that are being nominated for leadership. The congregation should take an active, but thoughtful and civil role in voting for and approving its leadership. Then get busy about doing ministry and allow the board to govern and the pastor to lead.

Division of DutiesCongregation = PlayersStaff* = Coaches who “manage” Pastor = Manager who “leads” Ownership = Board * (for purposes of our discussion staff means a hired person or a lay person assigned to oversee a ministry area)

Staff as “Management” and equippingRemember, in our context staff does not always mean a paid person working for the church, but rather should be thought of a person that is in charge of a ministry area, volunteer or paid. Staff is entrusted with executing the part of its ministry with excellence Staff provide a link between the ministry areas and the pastor . Keep the pastor informed about successes and issues that arise in your ministry area.

Staff translates vision into action, the things that staff put in place should always work at accomplishing the church’s mission.Staff is accountable to the Pastor for excellence and serving the missionStaff equips the congregation to do the ministriesStaff operates within agreed boundaries financially and otherwise Staff meets frequently with ministry teams and each other Staff answers the problems of today. Staff as “Management” and equipping

Division of DutiesCongregation = PlayersStaff* = Coaches who “manage” Pastor = Manager who “leads” Ownership = Board * (for purposes of our discussion staff means a hired person or a lay person assigned to oversee a ministry area)

Pastor as Leader In this model the Pastor is the Primary leader. A primary leader is scriptural and is necessary to running an effective organization There are many leaders in an organization but one primary leader. Look at Moses The primary leader is not a dictator , but rather gathers information from staff and other leaders and then makes the best decision possible while achieving “buy in” from congregation, staff and leaders. Then is held accountable by the governing board.

Pastor in the role of Primary LeaderA primary leader casts a clear and compelling vision and keeps it before the organization. A primary leader can best align the resources with the mission. A primary leader reflects the traits named in Exodus 18:21 “You should also look for able ones among all the people, those who fear God, are trustworthy, and hate dishonest gain.”

Pastor as the Primary LeaderAs the primary leader the pastor must lead three distinct elements—board, staff, congregation: The Board - the pastor must lead the board through inspiration- the pastor is key and voting part of the board, (but not the chair). The pastor helps set the tone of the board, and provides biblical and spiritual direction as the board takes action The Staff (paid and volunteer) - The Pastor leads the staff by directing encouraging and equipping.

The Congregation- The Pastor leads the Congregation primarily by teaching. The pastor uses sermons, bible studies and her/his example to teach the congregation about obeying Christ’s teachings and the importance and value of fulfilling our mission as followers of Jesus of making disciples of Jesus.

Division of DutiesCongregation = PlayersStaff* = Coaches who “manage” Pastor = Manager who “leads” Ownership = Board * (for purposes of our discussion staff means a hired person or a lay person assigned to oversee a ministry area)

Board Role as “Owner” = GovernanceThe Board represents the “owner” of the church Jesus all that they do should be about promoting the interests of the Kingdom of God on this earth. The members of the board are not there to exercise their own power or push their own plans or agenda, but to rather represent God’s mission in Jesus and ensure that the mission of the church is accomplished. The board sets up the boundaries, the rules for the Pastor, the Staff and the Congregation. These are the rules that all agree to play by.

Board Plays GovernanceThe board writes and monitors policyThe board does not make decisions on how/when ministry decisions are made.The board ensures that the church is moving towards accomplishing the mission. The board supports the decisions made by the Pastor.

Accountable Leadership Organizational Chart (From Winning on Purpose, by John Edmund Kaiser)

Distinct Roles in the Single Board ModelCongregation – Hands on MinistryStaff – Organizing and Equipping Pastor- Leader by Inspiration, Teaching and Directing Board – Creates Rules to Play by and evaluates progress towards mission

Holding Others Accountable is SIMPLE S = Set Expectations I = Invite Commitment M = Measure Progress P = Provide Feedback L = Link to Consequences E = Evaluate Effectiveness

Holding Others Accountable is SIMPLE S = Set Expectations Never assume Be clear and focused SMART Goals are a great tool

Holding Others Accountable is SIMPLE I = Invite Commitment Just because they know what to do…doesn’t mean they will do it Explain how the goal will benefit them and the church Connect what they want to what the church needs to achieve

Holding Others Accountable is SIMPLE M = Measure Progress Reward completion…but recognize steps along the way Periodically (monthly, quarterly, etc…) let them know how they are doing Ask what they need – what is getting in the way? Remove obstacles Good goals are always measurable

Holding Others Accountable is SIMPLE P = Provide Feedback Honestly share how you feel Be clear – don’t make them guess Feedback is a gift, be sincere Intent is more important than technique

Holding Others Accountable is SIMPLE L = Link to Consequences What will happen if they are successful? What will happen if they are not? Not about punishments…focus on the mission and vision

Holding Others Accountable is SIMPLE E = Evaluate Effectiveness Focus on the results – not the effort What worked and what did not? What should have been done? What did they learn? Be systematic and consistent

Alternative Structure The alternative structure is based on ¶ 247.2 of the 2008 Book of Discipline: The charge conference, the district superintendent, and the pastor shall organize and administer the pastoral charge and churches according to the policies and plans herein set forth. When the membership size, program scope, mission resources, or other circumstances so require, the charge conference may, in consultation with and upon the approval of the district superintendent, modify the organizational plans, provided that the provisions of ¶ 243 are observed.

So How do we do this? Get a team of trusted individuals that represent a broad representation of the church. That would be newer members long time members, younger older, families etc. to put together a plan of how to go about this how large the board will be etc., and work with the existing lay leadership committee (nominations) to begin to put together a list of possible names.

Sometimes a VCI prescription sets it out:This is Yours Upon acceptance of this report, the Pastor, in consultation with the Coach, will appoint a 6–8 person task force to develop a process to equip and empower current leaders as well as identify and equip future leaders of the church. This process will be developed on or before January 1 , _____ and implemented on an on-going basis.

The task force will make a plan to adopt the simplified structure (see Book of Discipline Par. 244.2 & 247.2) with accountable leadership model (based on Winning on Purpose by John Kaiser) on or before June 01, ____. Any affected committees (with the exception of the Committee on Nominations and Leadership Development) may cease to exist once the simplified structure goes into effect. The Committee on Nominations and Leadership Development will work with the Pastor in consultation with the Coach to nominate the members of the new simplified structure. This simplified structure and officers will be presented for approval, election and full implementation no later than the ____ Charge Conference. Decision Points (task force and timing)

Decision PointsWhat will you call your new leadership board? “LEADERSHIP TABLE ” This style of leadership was not unknown in the Methodist church back in the 1940’s when the church was governed in much the same way by the “ Board of Stewards .” It needs to called something: “board” ~ “table” – “LEADERSHIP TABLE” (“room & board” = a room & a table around which to gather for a common meal)

Decision PointsHow large a board do you need?9 or 13 is workable. Who should be included- Pastor is always a voting member of the board but never the Chair. Although he or she could run the meeting in the absence of the chairperson. May choose to allow the congregation to submit a letter recommending someone to be on the board.

Decision PointsThe nature and gifts of people who should serve:First, people of good character that live out the teachings of Jesus. People who are natural leaders or have experience leading organizations People who are passionate about their faith and the mission and vision of the churchPeople who are respected and trusted by the CongregationPeople who can deal with conflict in healthy waysPeople with the courage to do what is right for the mission of God (the church) even if it is not popular

Decision PointsCan look for people with special skills and experience. A person familiar with Insurance A person with a financial back ground A person familiar with legal issues An educator An Administrator Someone with a deep spiritual maturity (not chronological) Someone with a deep passion for serving others Can use a Birkman lifestyle grid to help get various types of people.

Here is one way of doing itFrom the church’s existing leadership you can select for the boardPastor * Ad Council Chair ( also Lay Leader* ) Lay Leader (separate person for 13) Lay Member of Annual Conference * 2* or 3 Finance 2* or 3 Trustees2* or 3 Staff Pastor Parish RelationsThis is a board of 9* or 13 people.

Length of ServiceIf using three year terms for the length of time a board member is elected the first board and only the first board terms should look something like this Three people will serve only one year then roll off Three people will serve two years then roll off Three people will serve a full three year term This should be worked out before individuals are invited to be on the board.

UNDERSTAND THISOnce the single board model is approved by your District Superintendent and your Charge Conference. The day the new model goes into effect, all of your administrative committees cease to exist (except lay leadership/nominations)Hands on ministry teams do not go away (although they may be reconfigured) they are necessary to do ministry! The people who were elected to the board and formerly served in positions of leadership are now simply members of the board. They do not represent the former committees on which they served.

InviteOnce the formation team has decided on a name and whom they would like to be on the board then the Pastor and one leader from the team should meet individually with the proposed board members, explain their role and the role of the board and invite them to serve.

Train and PrepareOnce the appropriate number of people have agreed to serve.May choose to submit their names to existing Ad Council..or not.. a charge conference is forthcoming for formal approval The prospective members need to be trained and thoroughly understand the distinct role of the board, the pastor, the staff and the congregation. Once they are trained the soon to be elected board should gather to elect a chairperson, and a secretary.

Charge ConferenceAt the Charge Conference the proposed members of the Board and the Founding Documents will be voted on as a matter of normal business at the annual charge conference.

Living into the New Model Since the board is about governance and is not approving day to day ministry decisions (that’s what the Pastor and Staff should be doing) monthly meetings should not be necessary. Quarterly or once every other month should work.

Sample Agenda for a Two Hour MeetingAgenda Based Prayer & Scripture- 15 minBoard Training 30 min Report of Pastor 15 min Agenda Items 40 min Review of Mission and Progress 15 min Concluding thoughts 5 min

SpecializationIt may be beneficial to have board members relate to specific ministry areas or specialize in things they are good with like reviewing insurance then bringing it to the board for approval, or if someone has human resource skills working with the pastor or church administrator to ensure that the human resource areas that are a part of all organization's are up to speed. The board may also choose to form adhoc groups from with in its ranks or incorporate other church members to explore certain special topics

ConclusionThe BOD alternative structure paragraph allows a church looking for an alternative structure to be creative with how it structures its leadership, as long as the duties of SPR, Finance and Trustees from the traditional structure are covered there are many options Also, it may be necessary to designate a member of the board as the Lay Leader to conform with District Leadership requirements as well as authorizing one or two board members to be the signatory on legal documents as is the Trustee Chair in our current structure.

Organizing DocumentsThe members of the soon to be elected board will create a covenant that they will each sign indicating how they will behave and interact both in board meeting and outside of meetings. The soon to be elected board will pray together, read scripture together and then set about creating the guiding p rinciples which will guide the board and the boundaries within which the pastor and staff have to operate. The church will write organizing documents for official adoption. They should be broad and concise. It is impossible to foresee every possible situation. Remember Trust is the new paradigm!

Organizing Documents Thought should be put into hiring and firing practices. Is the pastor authorized to hire and fire or is more approval needed? How do things get put on the agenda of the Board? The length of a term and how many terms one may serve before rotating off. (I recommend three year terms and having to rotate off for two years after one term) (For more information about this see pages 137 – 145 in the book Winning on Purpose, Kaiser)

Organizing Documents – sample (also see document samples) In accordance with ¶244 and ¶247.2 of the 2016 Book of Discipline Last United Methodist Church , Anywhere, Oklahoma in order to more effectively complete its mission of making disciples for Jesus Christ has made the choice to move to an alternate form of governance. The church is choosing to place the functions of the former administrative committees (Staff Parish Relations (Pastor Parish Relations), Trustees, Finance Committee and Administrative Council) into a single board. All of the functions of these former Administrative Committees will be handled by this single board. This does not include the Nominations/Lay Leadership Committee. This committee will remain in place and function as outlined in ¶ 258.1. These are the rules under which the Board, the Sr. Pastor, Staff and Congregation will function effective this date: ___________.

This single board will be named The Board of Stewards or Leadership Table or __________ (You may pick any name that is relevant to your congregation/vision and mission). This board will be made up of __ #__ members of the church ( each church should decide on the best number for its particular context) and the Sr. Pastor, each individual having one vote. The Chairperson of the board shall not be the Pastor, but one of the other members. Only one person from an immediate family shall serve on the board. (Here one can choose to have the Chair elected at the annual church conference or as the Trustees do in the old system elect their own chair) (Also, other paid staff e.g. church administrator or other clergy may be a part of the committee with voice but no vote.)   Organizing Documents

Except for at the initial creation of the board, and the Sr. Pastor, each member shall serve a term of three years and shall not immediately repeat a three year term, but can serve as a member of the board once they have not served on the board for two consecutive years. ( Again, this is only an example and each church my choose its own length of service. Very small churches may not be able to limit service.) In the event that a board member is unable to fulfill her/his three year term the board in conjunction with the Nominations/Lay Leadership committee and a majority vote shall fill the vacancy with an eligible church member to serve the remainder of the vacating member’s term. The choice of this person will be voted on at the next annual church conference along with the new board members rotating on. ( This is only an example and your church may choose some other way of handling vacancies) Organizing Documents

A quorum shall be considered more than 50% of the voting members. No business shall be conducted if a quorum is not present. There are no proxies. In the case of email voting all voting members must be included in the email and a majority of responses for or against will be all that is needed to consider a vote binding. (This is only an example and your church may choose some other method) Organizing Documents

The board will meet at least quarterly. It shall meet additionally at the request of Bishop, the District Superintendent, the Pastor, the chairperson of the committee or any other member of the committee. The Board shall meet only with the knowledge of the Sr. Pastor or District Superintendent. The Sr. Pastor shall be present at all meetings unless he/she voluntarily excuses his/her self. The Board may meet with the District Superintendent without the Sr. Pastor present as long as the Sr. Pastor is informed in advance of such meeting and shall be brought into consultation immediately thereafter. ( This comes almost verbatim from ¶258.2 e) as it relates to SPR committee. This or a similar rule shall be put in place as to avoid the board meeting without the Pastor and or without his/her knowledge or consent.) Organizing Documents

 In this model, the board governs, the pastor leads, the staff (paid and unpaid) manage, and the congregation does “hands-on” ministry. (Farr, Bob; Kotan, Kay (2015-04-21). Ten Prescriptions for a Healthy Church (Kindle Locations 2296-2301). Abingdon Press. Kindle Edition. Emphasis added.)

Important Essential Points to Note!Please attend to these! Do inform the DS that you are exploring and/or working toward a single board structure. Do use healthy process and communication to explore and adopt the Single Board Accountable Leadership Model. Do take enough time so that the church has time to embrace the new model. (Stephan Ross’s book recommends 1 year) Do implement both “Accountable Leadership” together with “Single Board” Structure.Do prepare and adopt Organizing Documents (See the document: “Sample Organizing Documents for the Single Board Model” and later slides.) Do finalize and adopt with a Charge or Church Conference, at the discretion of the DS.

Single Board with Accountable Leadership Model Case Studies These case studies are designed to help you think through cases and to wrestle with how this model will function. They may help in writing or adapting from samples and adopting organizing principles and documents. (This PPT created by Mike Tyson, The Texas Annual Conference of the UMC)

So… who decides what?One of the ways to achieve a working model for decision making in the Governing Board is to use a series of “case studies” to discover where the boundaries for decisions and accountability should be. Of course, this process is an ongoing one, and the bylaws will grow as new discoveries are made. (This PPT created by Mike Tyson, The Texas Annual Conference of the UMC)

For example… A call comes in to the church office, requesting the use of the facilities each Friday evening for a community group Does the decision wait until the next Governing Board, to be brought up in the meeting? Does the Business Manager or the Senior Pastor make the decision on the spot? Is the Governing Board polled by e-mail? Other?

A Financial Case Study… A loud crunch in July has announced the complete end of the Main Sanctuary Air Conditioner and Bob Wolfram is out of the country Does the decision wait until the next Governing Board, to be brought up in the meeting? Does the Business Manager or the Senior Pastor make a decision on the spot? Is the Governing Board polled by e-mail? Other?

An Endowment Funds Case Study… A Financial Perfect Storm is Sending the Stock Market Reeling. It is Losing Over 500 Points Each Day. Does a financial decision wait until the next Governing Board, to be brought up in the meeting? Does the Business Manager or the Senior Pastor make a decision on the spot? Is the Governing Board polled by e-mail? Other?

A Staff Case Study… The Children’s Coordinator Wants More Money or She’ll Quit. Does the decision wait until the next Governing Board, to be brought up in the meeting? Does the Business Manager or the Senior Pastor make a decision on the spot? Is the Governing Board polled by e-mail? Other?

A Staff Case Study… The Church Plumber has many detractors and a few zealous supporters. The Pastor has worked for many years with Church Plumbers and knows this one is not perfect. Does the decision wait until the next Governing Board, to be brought up in the meeting? Does the Business Manager or the Senior Pastor make a decision on the spot? Is the Governing Board polled by e-mail? Other?

A Policy Case Study… The Korean Methodists nearby wish to borrow the minibus. Does the decision wait until the next Governing Board, to be brought up in the meeting? Does the Business Manager or the Senior Pastor make the decision on the spot? Is the Governing Board polled by e-mail? Other?

A Policy Case Study… One Group is Angry at Another Group; it Wants to Deny them the Use of Facilities. Does the decision wait until the next Governing Board, to be brought up in the meeting? Does the Business Manager or the Senior Pastor make the decision on the spot? Is the Governing Board polled by e-mail? Other? (This PPT created by Mike Tyson, The Texas Annual Conference of the UMC)