Leadership Manual Robertson-Wesley United Church Adopted by the Church Board: 2016 May 17

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Magdalen Harrison
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1 Leadership Manual Robertson-Wesley United Church Adopted by the Church Board: 2016 May 17 Leadership Manual This Manual is for all of the Leaders in the congregation (not just the Board members). It replaces the R-W Board Manual (April 2010) which had been written for a Board which included those responsible for every area of the church s life, all meeting monthly. The whole church still has to work together, even without all meeting together, hence the change to this Leadership Manual. In this Manual, we use the term "Group" in a generic way to refer to a committee, a pod, a board, a team, a unit, etc. For each area of the life of the church, there is a group which takes primary responsibility. The areas of responsibility are indicated graphically on the Leadership Map. For each area, there is a description that is intended to define the area clearly. The area descriptions, however, do not include purpose, goals, procedures or duties. These are left for each group to define for themselves so that the group has ownership, and to enable revision with periodic review. We think of these as Role Descriptions which might include, e.g., purpose, goals, mission, duties, procedures, resources, etc. (We have abandoned the term mandate because we aim to be less authoritarian.) This Leadership Manual should be reviewed periodically (and revised as necessary), either by the Board, by a group appointed by the Board, or by an assembly of the Leaders. The current version is always available from our website: This Leadership Manual is founded in the United Church Manual which contains more details about how congregations conduct their affairs. The current edition of the United Church Manual is available on the United Church web site: Budget The Finance Committee has the primary responsibility for the annual Budget for the Congregation. Every group whose work is funded through the budget is asked annually to submit an estimate of their financial needs for the coming year. The Finance Committee then assembles the budget for presentation to the Church Board. The Board approves the budget with any appropriate modifications, then it is presented to the Congregation for adoption at the Annual Meeting. A preliminary budget may be produced earlier in the year for inclusion with the Pledge Campaign materials with the understanding that it may be modified after the campaign, before presentation to the Board. In this regard, groups may be asked for their budget requests for the following year before the end of June. Each group is responsible for monitoring their expenditures (and revenue if applicable) throughout the year in relation to the budget. The Treasurer may be consulted at any time for information in this regard. Liaison with Other Groups Very little of the work of our church is done by one group in isolation. Most of our activity involves several groups consulting, cooperating, or collaborating with each other. However, each area of responsibility should have one Group that takes primary responsibility. In order to facilitate communication among Groups: 1. Each Group should have a designated contact person (for example, a committee chairperson, a coordinator, a group leader, a team captain, or simply an individual who carries out that responsibility). 2. The Church Administrator maintains the Leaders' Contact List which includes name, phone number, and e- mail address for one contact person for each Group. Each Group informs the Administrator whenever there Robertson-Wesley Leadership Manual Page 1 of 6

2 is a change in their contact person so that the list can be kept current. Every time there is a change made to the list, the new edition is ed to all of the Leaders on the list. 3. For the sake of the integrity of personal information, the Leaders Contact List is not published on our web site and recipients are advised to limit the use of the list to matters related to the life and work of the church. 4. This applies also to the Church Board. The Board has changed, from a large body with full representation and primarily a managing role, to a smaller body with primarily a directing role. With the exception of Finance, Property, and Personnel, leadership Groups work more independently. However, there may still be times when a particular area should have direct attention from the Board. So Groups are welcome to attend the Board, even just for a part of a meeting, whenever they feel it is needed. Review, Evaluation, and Goal Setting Every Group should periodically review their own work. An annual review is usual, but each Group should feel free to decide on the frequency for themselves. The following are the usual steps to follow in a review: 1. Looking back Talk about what has happened in the past year (or period). How did everything go? How did they feel about it? What feedback did they receive? 2. Critical thinking What are the strengths? (And how do we build on our strengths?) What are the problems or weaknesses? (Perhaps do some problem-solving.) What are the opportunities for development? (What is missing? How are the needs changing? How might our work be expanded?) 3. Planning for the future The Group might identify some goals and objectives for the coming year (that is, what they intend to do). Develop procedures (that is, how they are going to do it.) What resources will be needed (for example, financial, volunteers, etc.) 4. Communicating Each Group should decide what is needed by way of documentation: anything from a few quick notes to a formal report for presentation to other Groups. This document can also be useful in the next review, recalling what was intended. And each Group might think about how to share the story of their piece of the life of the church. This is helpful for everyone else in the congregation and for potential newcomers interested in learning about Robertson-Wesley; and it is a celebration of our ministry. This might also be a good time to begin writing their Annual Report. Each Group should make their own decision about how simple or how elaborate this process might be. For some, it might be a 20-minute conversation; for others it could be a two-hour workshop. It is also an option to involve people outside the Group, possibly including Ministry Personnel, or to carry out a review jointly with another Group. Facility and Calendar Each group takes responsibility for keeping their facility bookings complete and current. The Contact Person for the group should always contact the Church Office to make arrangements for a room for a meeting, activity, event, etc. The Administrator enters it into the church calendar. This makes sure the space is available at the appropriate time. It also enters the event into the Church Calendar for the purpose of publicizing. Even if a congregational event takes place off site, it is still appropriate for it to be included in the Calendar, because (1) it is of interest to more than just the immediate participants and (2) leaders, especially staff, may be asked to communicate the details. Our church facility gets a great deal of use so it is important to be thorough and meticulous about keeping the bookings complete and current. In particular: 1. Please always make the booking. Never assume someone else will do it for you; and never assume that any space does not have to be booked because you think no one ever uses it. Robertson-Wesley Leadership Manual Page 2 of 6

3 2. Please always inform the Administrator if your booked event changes, especially if it is rescheduled to a different time, postponed, or canceled. There could always be some other group who would appreciate being able to use the space. Communication Background We no longer group all the work of the church into a few committees with the chairpersons meeting as a Board every month. Instead, we have an array of Groups each doing a piece of the work. Much of our communication, then, comes directly from each Group, rather that channeled through a committee. Our Media Procedures R-W Report: weekly bulletin insert Web Site: comprehensive, reference source, available to anyone, anytime, anywhere Worship announcements, Minutorial: for one-time emphasis to worshippers enews: monthly newsletter sent to anyone who wishes to be on the list Social media: Facebook, Twitter, YouTube, etc Newsletter: Between the Aisles, quarterly Sign board: highlighting one or two items, changed weekly Bulletin boards: organized into several categories Pamphlets: revised periodically; available in pamphlet racks and on line Press: a vast array of newpaper, radio, television, and newletter publications Submit material and information either directly to some or all of the media listed above, or through the church staff. Consider writing several versions of different lengths for different media. For example: 40 to 60 words for R-W Report words for enews words for Between the Aisles Consider including a photograph or other graphic to accompany the text. Consider maintaining a page, for your area, on the web site. Principles 1. The multimedia principle We publish information in all or several of the available media rather than just one. This is for two reasons: different media are effective for different types of people; and repetition reinforces the message. 2. Time for Communication at every meeting After all of the decision-making and planning is done, we ask ourselves what needs to be communicated and how. 3. Long-range planning We plan well ahead so that information is available in time for all deadlines. (Scheduled events can be posted on the website even a year or more in advance.) Some people need advance notice to get things in their calendars; and it helps other groups to know what is already planned in order to avoid conflicts. 4. Address people who do not already know Imagine we are explaining things to a newcomer with no church background. Times are changing. Many of the people who are new to our church do not know some of the things the rest of us take for granted (e.g., the meaning of abbreviations such as UCW or M&S better to use the words instead of initials). Robertson-Wesley Leadership Manual Page 3 of 6

4 Task Groups Developing a new program, expanding a present program, or addressing a particular problem often warrants the establishment of a Group that will work on a single, specific task for a limited period of time---a temporary group that will be disbanded when its task is complete. Although this type of task could theoretically be carried out by a permanet Group, such as a standing committee, it might require more extra time than the members of the permanent Group can give, or a different set of gifts. A Task Group should have: 1. a description of its specific purpose; 2. an indication of the group to which it will be accountable, and by whom it will eventually be disbanded; 3. a contact person whose information will be added to the Leaders Contact List for the duration of the Task Group s work. Volunteers Every group and every area of responsibility involves volunteers. Volunteering in the church is not just a way to get things done, but an important dimension of living faithfulness for every one of us. It is therefore important that we all attend to the principles of good volunteer management. Recruitment 1. Write a description of the role that we need to fill. 2. Use our communication media to publicize the need. 3. Encourage members of your Group to talk to people they feel might be suitable. Orientation When a new person joins your Group be sure they know: 1. what is to be done; 2. how to do it; 3. resources that are available (human, financial, facility, etc). Support The church can easily lose strong volunteers, just for the lack of support when it is needed. Following are examples of the kind of support that might be needed from time to time. Problem-solving. It makes a big difference to identify and actively find solutions to problems, instead of perpetually working around them or feeling frustrated. New directions. As circumstances or opportunities change, the work of an individual volunteer might no longer be necessary, or not be an optimal use of one s time. Then it is time to redirect that volunteer into a more pertanent role. Relief or withdrawal. Sometimes, life circumstances make it necessary for a volunteer to take a break, reduce their commitment, or let it go. They may need support to make that choice, to feel good about it, and to have someone cover for them. Mentorship. When possible we encourage people to pass on their experience or understanding in roles, or to seek out mentorship from others. Conflict management. When conflict arises, a volunteer might need support to deal with it, perhaps just talking about how to respond, or perhaps someone else to mediate. There are no simple rules about how to support volunteers; it is just a matter of paying attention, talking about how things are going, and noticing what is needed. The church is strong when people take care of each other. Empowerment Through all of our work with volunteers, we want to give everyone a sense of empowerment. We want each person to feel encouraged to discern their own calling to discipleship, to discover what piece of the life and work of the Church it is to which the Holy Spirit is calling them. We want them to know that their call is recognized and respected by their Church. Robertson-Wesley Leadership Manual Page 4 of 6

5 Elected positions: Nominations Some of the positions in the life of the church are filled by election by the Congregation, usually at the Annual Congregational Meeting. 1. Chairperson: Church Board (3-year term: Vice, Current, Past) 2. Secretary: Church Board 3. Church Treasurer 4. Chairperson: Ministry and Personnel Committee 5. Trustees of Robertson-Wesley 6. Presbytery Representatives (4) 7. Conference Representatives (4) Conflict and Feedback From time to time, an individual member of the congregation might wish to express disagreement with an action that has been taken in a particular area of the church's life. Or they might wish to offer a suggestion, to offer criticism, or to make a request. This is legitimate and should be dealt with respectfully. The individual should communicate their thoughts, in writing, to the group that is primarily responsible for that area of the church's life (the "Primary Group"). The Church Board members, Administrator, and Ministry Personnel will always be available to help identify the contact person for the appropriate Primary Group. Generally, such communication should go firstly to the Primary Group. If the response from the Primary Group is unsatisfactory, it is a legitimate option for the individual to appeal to the Church Board, again in written form. If such a communication is directed firstly to the Board, it is appropriate for the Board to refer it to the appropriate Primary Group for initial consideration. When a Primary Group or the Board receive such a communication, there is no obligation to comply or to agree with the individual; however they should consider it their obligation to respond positively or negatively in a timely and respectful manner. No action or deliberation is appropriate if the matter is communicated anonymously. Staff Ministry Personnel The Ministry Personnel are ex officio members of all of the standing committees except Ministry and Personnel. They endeavor to be supportive to the leadership of the church, but that cannot entail attending all of every committee meeting. Therefore, Committees and other Primary Groups should identify their own needs for support from Ministry Personnel and express that clearly in conversation with them. In other words, do not assume that the Ministers will always be participating in your work; but also feel free to tell the Ministers when you feel there is a particular need for their support or participation. The Ministry Personnel are available to provide pastoral care support for individuals involved in conflict around leadership matters. Administrator 1. provides member contact information for members use; 2. receives information to be publicized (see Communication); 3. manages room bookings and changes thereto; 4. maintains the Leaders Contact List. 5. provides codes and instructions for the use of the photocopier Music Director 1. The Music Director manages all aspects of the church's music programs. 2. Occasionally plays the piano for events, if requested. Robertson-Wesley Leadership Manual Page 5 of 6

6 Facilities Manager Arrangements for custodial assistance, such as setting up rooms for events, are made through the Administrator, usually in conjunction with a room booking. 1. Cleaning 2. Maintenance 3. Security (keys, alarm codes) 4. Tenant liaison Position Status Elected by Board: full Congregation attendance Board: Voting Member Full Member of Congregation Quorum (Board meetings) Chair: Past Yes Yes Yes Yes* Yes Chair: Current Yes Yes Yes Yes* Yes Chair: Elect Yes Yes Yes Yes* Yes Secretary Yes Yes Yes No Yes Treasurer Yes Yes Yes No Yes Ministers ex officio Yes, both Yes, both No at least one M & P Yes Yes Yes Yes Yes Property No Yes Yes No Yes Pod Coords No No No No No Presbytery reps Yes One One Yes One Trustees Yes No No Majority No Presbytery reps: One is a voting member; additional reps are corresponding members. Quorum: effective 2016 June Voting members: 10 (including two ministers and one Presbytery rep) A majority of Voting Members is 6. Quorum therefore is 6 voting members, including at least one Minister. Other Congregational Leaders are welcome to attend the Board meeting at any time. * Two out of three of the Chairperson positions is sufficient. The Ministers church membership resides in the Presbytery rather than the Congregation. Robertson-Wesley Leadership Manual Page 6 of 6

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