Dear
Church Family,
Many
of you may be aware that this is my second “go-round” as your
president of the Board of Trustees. This church is very important to
me, and I wanted to be an active participant in the continued mission
of our congregation. But I must tell you – the experience is much
different from my first term. Allow me to explain…
During
the time of my first tenure - we had no sanctuary or classrooms, we
had less than 100 members, we only had one staff member (the
extension minister), and everybody knew everybody. We were renting
space for our worship, so we had no need to worry about “building
and grounds”; and we were in the middle of a capital campaign to
construct our current church facility. During this time our
church organizational structure worked. This style of leadership was
responsive to the needs of our congregation, due to the fact that
essentially every decision came directly to the Board of Trustees.
Now move forward to our present situation… we have a sanctuary
which stays very busy all week long (including a preschool program
during the day), our membership has ballooned, we have increased our
staffing substantially, and our budget and financial affairs have
become much more complex. We have a thriving satellite gathering in
Salisbury, and have had to look at creative solutions to the good
problem of not having enough seating capacity due to our growth. As
a result of all of these aforementioned changes, I am finding that
our leadership structure frequently struggles to meet the challenges
of our current times. As our church has evolved over time, our
organizational structure has tried to evolve in kind. Tweaking
bylaws and making subtle adjustments has helped, but we continue to
see that major changes are needed to unleash the potential of our
talented congregation.
The
Board of Trustees, joined by the co-chairs of the Salisbury Gathering
Steering Committee, met recently for an all-day retreat to address
this concern. We identified a number of problems with our current
organizational structure. They included:
- Lack of clarity with regard to the leadership roles
- Lack of efficiency due to multiple layers of decision-making
- Unclear channels of communication
- Policies and procedures not clear and/or not followed
- Lack of empowerment for our volunteers due to a cumbersome structure
During
our conversation, we recognized that these issues could often hamper
productivity, frustrate well-intended volunteers, and discourage some
from participating as a church leader. We also acknowledged that our
current structure does not fully take advantage of our church staff.
Thanks
to Karl Hesse, last year’s president, the Board has been discussing
this issue for almost a year now. During this time, we have explored
other styles of church organizational structure that would better fit
our managerial needs and provide better clarity and efficiency.
During our retreat in November, the Board unanimously endorsed the
movement to adopt a structure called “Policy-styled Governance”.
While we looked at various options, we chose the “Hotchkiss Model”,
as it seemed to be the best fit for churches and other non-profits
(as opposed to for-profit organizations). This model has a number of
advantages over our current model:
- It clearly defines leadership roles and related policies.
- It empowers staff and lay-leaders to make the decisions related to those clearly defined roles.
- It distinguishes the “operation” of the church from the “ministry” of the church.
- It frees-up the Board to look more deeply into the “mission-work” of the church.
Needless
to say – this undertaking will be lengthy, comprehensive, and
encompassing. Rest assured that we will be seeking input from all
congregants, and especially those individuals currently in leadership
roles. This issue will definitely be on the next Business and
Operations Council and Shared Ministry Team meetings, as we seek
guidance as to what seems to be working well, and what areas we need
to change to be the best we can be. You can look forward to more
updates as we move forward. In the meantime, feel free to contact me
directly if questions or suggestions come to mind. My email address
is samtreadaway@gmail.com.
I
am enthusiastic about this process. While it may take years to
complete, the goal of empowering our talented leaders to better
serve our church mission is exciting. I look forward to walking this
journey alongside each of you as we craft a model of decision-making
that untaps the true potential of our beloved church community.
Be
well,
Sam
Treadaway