EXAMINING PARKDALE’S GOVERNANCE

1. EXAMINING PARKDALE’SGOVERNANCE Congregational Meeting December 7, 2008

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

4. Parkdale’s Mission • 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 • Supporting one another through pastoral care and concern • Reaching out to people in need • Promoting justice • Praying for guidance, wisdom and support

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

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

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

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

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

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

11. Steps Taken To Date • 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 • January/08 – Additional consultations with congregational leaders, including with Dr. Bailey

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

13. Steps Taken To Date • 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 TheMessenger • 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

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

15. Proposed Structure

16. Proposed Structure

17. Proposed Structure

18. Proposed Structure

19. Proposed Structure(Cycle of Accountability) Council’s role: leadership, strategicoversight, coordination & support, spiritual development & stewardship

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. 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. 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. 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. 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

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

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. 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. 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 • Present plan to Congregation for formal vote at a special meeting • Obtain Presbytery approval (as per UCC requirements) • Proceed with implementation

29. Tentative Timing • 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) • 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

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