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Session: Master Class 1.11 (Session: Breakout 1.03) Leading Ministry: Management Practices that Make Ministry More Effective National Leadership Roundtable.

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Presentation on theme: "Session: Master Class 1.11 (Session: Breakout 1.03) Leading Ministry: Management Practices that Make Ministry More Effective National Leadership Roundtable."— Presentation transcript:

1 Session: Master Class 1.11 (Session: Breakout 1.03) Leading Ministry: Management Practices that Make Ministry More Effective National Leadership Roundtable on Church Management Jim Lundholm-Eades Director of Services and Planning

2 The Leadership Roundtable 4/21/20152 –To promote excellence and best practices in the management, finances and human resource development of the Catholic Church in the U.S. by greater incorporation of the expertise of the laity. –To work in collaboration with the U.S. bishops and other church leaders, promoting dialogue and fostering the full utilization of the unique gifts of experts in management, finance and human resources –To identify best practices in the areas of management, finance and human resources to further fulfill the church’s mission by promoting, adapting and applying these practices

3 Great Management: Why Now? The Challenge 4/21/20153

4 Great Church Management

5 Management Priority Number 1 4/21/20155

6 Internal Parish and School Relationships SUPERVISORY (Work Direction) CONSULTATIVE EMPLOYER – EMPLOYEE PASTORAL 4/21/20156

7 PARISH AND SCHOOL LEADERSHIP A 4/21/20157 Parish and School Leadership: A and B Parish Leadership PARISH AND SCHOOL LEADERSHIP B PASTOR Pastoral Council Finance Council Staff Leadership Staff

8 Trust in Parishes and Schools 4/21/20158

9 Delegating: What are you delegating? ◦ Tasks ◦ Functions ◦ Relationships ◦ Authority ◦ Responsibility ◦ Power ◦ Control ◦ My role as Pastor, principal, teacher, manager, minister, etc. 4/21/20159 AN INTENTIONAL CHOICE:

10 LEVEL 1 The supervisor says:  What is to be done  How to do it  When it is to be done  What standards are expected LEVEL 2 The supervisor says:  What is to be done  How to do it The worker determines:  When it is to be done  What standards are expected LEVEL 3 The supervisor says:  What is to be achieved The worker determines:  How to do it  When it is to be done  What standards are expected Levels of Delegation 4/21/201510

11 What grabs my attention? AMPLITUDE + FREQUENCY MASS = WHAT YOU SEE 4/21/201511

12 Changes 4/21/201512

13 4/21/ People: Act justly, walk tenderly, …… Accountability : Co-responsibility: evaluate, be consistent, be transparent Performance Indicators: Measure effectiveness, impact, outcomes Benchmarks : Compare with timelines Best Practices: Compare with the best What Do Great Managers Manage?

14 Catholic Transparency 1. They can get a copy in the office. 2. We told them. 3. We explained to them. 4. We made time for them to ask questions. 5. We got them talking to each other about it. 6. We fed back what we were hearing. 7. They gave us a lot of ideas. 8. We engaged them. 4/21/201514

15 4/21/ Assessing Parish and School Capacity for Mission

16 4/21/ Assessing Parish and School Capacity for Mission

17 4/21/ Assessing Parish and School Capacity for Mission

18 Governance is not Management Mission 4/21/ Finances Clearly Catholic Identity A sense of who your Boss is

19 Choosing Between Good Ideas 4/21/ Mission Vision Resources

20 Answers to Every Question Three helpful phrases I don’t know. I have to think about that. What do you think? The Pocket Trick That is important, let me make a note about that……. Separate the important from the urgent. Very, very few questions and issues are both important and urgent and need to be answered today. 4/21/201520

21 Consultation: The Church at its Best PUBLIC Democratic Process Representation Recommendations Political: Win/Lose Defined and controlled outcomes Discussion Concussion, Percussion, An event CHURCH Discernment Process The Mission of the Church Options The will of God Steps in the journey Dialogue, Reflection, Contemplative A way of life 4/21/201521

22 4/21/ Consultative Groups THREE KEYS TO COUNCIL AND BOARD SUCCESS A SHARED UNDERSTANDING OF REALITY A SHARED UNDERSTANDING OF THE MISSION OF THE CHURCH UNIVERSAL A PLAN A BUDGET

23 The Financial Position of the Parish and School 1. The financial position of the parish is the financial position of the school and visa versa 2. Pay the current obligations “Can we meet payroll, pay for utilities, etc. in this six to twelve months?” 3. Understand the long term obligations “What are the revenue and expense trends for the next two to three years?” “Tell me about any long term debt obligations? 4/21/201523

24 A Word on Budgets A budget is a primarily a pastoral document A budget is a plan with numbers attached: The plan comes first Mission driven – Data informed Key assumptions are explicit Everybody is responsible for keeping planning options congruent with financial reality 4/21/201524

25

26 PARTNERS IN EXCELLENCE Over 400 Partners in Excellence 8 Dioceses | 76 Parishes | 34 Nonprofits (with 409 parishes) (representing 40 Dioceses) (including 2 religious (with 409 parishes) (representing 40 Dioceses) (including 2 religious communities) communities) 4/21/201526

27 Standards Content Eight Guiding Principles: Fifty-five Standards detailed performance benchmarks Conforms with canon law and civil laws 4/21/ Financial and Legal Openness Fundraising Public Policy and Public Affairs Mission and Ministry Program Governance & Advisory Bodies Conflict of Interest Human Resources

28 4/21/ Developing and Revising the Mission Statement Ministry Program Evaluation Ongoing Planning by Advisory Bodies Compensation and Employee Evaluation Conflict of Interest Personnel Policies and Employee Orientation Volunteer Policies Financial Planning and Monitoring Reporting Financial Improprieties Financial Policies Legal Compliance Checklist Legal Compliance – Liability Issues Openness Fundraising Costs Fundraising Practices Solicitation and Acceptance of Gifts Public Policy Advocacy Promoting Public Participation Efforts to Educate the Public Sample Resource Packet Titles

29 Sample Standard: Human Resources (27) Parishes should have a system in place for regular written evaluation of employees by their respective supervisors, which should take place at least annually. 4/21/201529

30 Sample Standard: Advisory Bodies (16) The parish pastoral council and finance council are each responsible for its own operations, including the orientation, education, training and development of members, periodic (i.e., at least every two years) evaluation of its own performance, and where appropriate, the selection of new members. 4/21/201530

31 Sample Standard: Ministry Program Evaluation (3) A parish should have defined, cost- effective procedures for evaluating, both qualitatively and quantitatively, its ministry programs and projects in relation to its mission. Where appropriate, these procedures should address programmatic efficiency and effectiveness, the relationship of these impacts to the cost of achieving them, and the outcomes for program participants. Evaluations should include input from program participants/recipients. 4/21/201531

32 4/21/201532

33 Forum for Members 4/21/201533

34 Questions & Contact Information What grabbed your attention? Other questions? Jim Lundholm-Eades National Leadership Roundtable on Church management /21/201534


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