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District SPRC Workshop: Pastor/Staff/Parish Relations Committee Rev. Timothy J. Russell, Assistant to the Bishop Presenter.

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Presentation on theme: "District SPRC Workshop: Pastor/Staff/Parish Relations Committee Rev. Timothy J. Russell, Assistant to the Bishop Presenter."— Presentation transcript:

1 District SPRC Workshop: Pastor/Staff/Parish Relations Committee Rev. Timothy J. Russell, Assistant to the Bishop Presenter

2 Who is a member of the Staff / Pastor Parish Relations Committee? 5-9 professing members of a local charge At least one member shall be a young adult and one member may be a youth In addition, the lay leader and a lay member of AC are members Organized into three classes The Chair and members are nominated by the Committee on Lay Leadership and elected by the Charge Conference. Members of the pastor’s or a staff member’s family are ineligible to serve. Only one person from the same household may serve. Each church on a charge must have representation.

3 The “Duties” of the Committee on Staff/Pastor/Parish Relations are numerous.

4 1. To encourage, strengthen, nurture, support, and respect the pastor(s) and staff and respect the pastor(s) and staff and their family and their family

5 2. To promote unity in the church(es)

6 3.To confer with, and counsel the pastor(s) and staff on matters pertaining to the and staff on matters pertaining to the effectiveness of ministry; relationships with the congregation; conditions that may impede the effectiveness of ministry; and to interpret the nature and function of the ministry.

7 4.to confer with, consult, and counsel the pastor(s) and staff on matters pertaining to priorities in the use of gifts, skills, and time and priorities for the demands and effectiveness of the mission and ministry of the congregation.

8 Prioritizing The Work Of Ministry Helping your church reach its fullest potential

9 Ministry does not look the same in every church and every generation.

10 The role of the pastor includes preaching, teaching, administration, pastoral care, overseeing staff, and much more. No pastor will excel in every area of ministry and it would be unrealistic to expect otherwise. Also, the needs of the local church will vary from place to place and over time the results of what the church needs in a pastor will vary. It is helpful then, to establish some goals for prioritizing the work of ministry.

11 The goals for prioritizing the work of ministry are simple: 1.Improve communication between the pastor and the S/PPRC. 2.Clarify the expectations of the S/PPRC with regard to the ministry of the pastor based on the mission of the church. 3.Come to a basic agreement on the areas of ministry which will be priorities for the pastoral leadership

12 The basic tasks of pastoral ministry are grouped into 10 major areas. It is important for the pastor and the S/PPRC to explore these areas and determine a priority of importance for them. It is suggested that the pastor and the S/PPRC spend time working together to establish this order of priorities.

13 The following guidelines should be used: 1.Top Priority – Very important and must be done well. 2.Important – Needs some attention from the pastor. 3.Low Priority – Not the focus of significant energy.

14 Rules for setting these priorities: 1.No more than three ministry areas may receive a ranking of 1, or Top priority. 2.No more than three of these areas may receive a ranking of 2, or important priority.

15 Ministry areas: Spiritual Preparation: Personal prayer, Bible Study, spiritual retreats, reading for spiritual growth, receiving spiritual direction, self-care.

16 Worship Leadership: Preaching, conducting worship, organizing and planning worship service, creating inspiring worship, attention to issues such as the pace and energy of the worship service, assisting persons to participate in worship, administration of the sacraments, etc.

17 Administration: Working with committees, completing required paperwork, reviewing and revising policies and procedures, organizing the church, intentional day-to-day involvement in the financial and facilities operation of the church, etc.

18 Discipleship: Teaching, leading Bible studies, serving as a spiritual director, encouraging those in the church to grow in their faith, challenging people to tithe, expanding the number of small groups and/or Sunday School classes, etc.

19 Outreach: Involvement in missions, leading the church to help those in need, participating in local and /or foreign mission trips, challenging the church to take seriously the needs of the homeless, hungry, lower income persons, and those in poverty or prison.

20 Evangelism: Spends time with people who are not yet participating in the life of the church, challenges the church to reach those not active in a church, clearly presents the salvation message of Jesus to others, trains and equips people in the church to share their faith with others, etc.

21 Pastoral Care: Hospital and home visitation, counseling, caring ministry, funerals, contacting shut-ins, etc.

22 Leadership: Leading the church into God’s vision for it, identifying, equipping, and developing emerging laity leaders, providing a strong sense of direction for the ministries of the church, hands on management of staff, casting vision, etc.

23 Denominational Involvement: Serving on committees and task groups for the denomination, mentoring candidates for ministry, attending denominational meetings, expressing leadership beyond the local church, etc.

24 Other: Some churches have special or unique expressions of ministry that may create a priority for the pastor. This could be a preschool in which the pastor is expected to participate in supervision of staff and providing weekly chapel experience, a large ministry to homeless persons in which the pastor is expected to serve etc.

25 “Okay, We’ve got that part covered. We have helped the pastor prioritize ministry.” What’s next??”

26 5.To provide evaluation at least annually for the use of the pastor(s) and staff for the use of the pastor(s) and staff in an ongoing effective ministry in an ongoing effective ministry and for identifying continuing educational and for identifying continuing educational needs and plans.

27 Ministry Assessment And Development Planning Tools The Ministry Assessment and Development Tool is an instrument designed to accomplish two goals: is an instrument designed to accomplish two goals: 1.Provide a thoughtful and fair process for assessment of pastoral effectiveness that fosters dialogue and understanding. 2.Serve as a vehicle for identifying areas in which effectiveness can be improved and special steps that will help the pastor and church be more fruitful. church be more fruitful.

28 Directions Step I: The Assessment Document is distributed to committee members for their to committee members for their personal reflection. personal reflection.

29 Directions Step II: Committee members bring completed assessment documents completed assessment documents to a meeting where a consensus to a meeting where a consensus document will be completed document will be completed outside the pastor’s presence. outside the pastor’s presence.

30 Directions Step III: The pastor and committee members will compare the pastor’s self- assessment and will compare the pastor’s self- assessment and the committee’s consensus document. Then the committee’s consensus document. Then the Development Plan will be created. the Development Plan will be created.

31 Directions Step IV: A copy of the committee consensus document, the pastor’s self assessment, and the development action plan is mailed to The District Office.

32 Three possible ratings: 1.Very Effective: The pastor is highly effective in this area compared to the expectations of the this area compared to the expectations of the church. The pastor functions at a very high church. The pastor functions at a very high level in this area and is highly competent. level in this area and is highly competent. 2.Effective: The pastor is effective and fulfills the expectations of the church. The pastor functions well in this area and is competent. 3.Not Fully Effective: The pastor is not fully effective and does not fulfill the expectations of the church. The pastor does not demonstrate consistent competence in this area.

33 The focus of this process is assessment. The process is not about personality, but effectiveness and developing a plan to be helpful to the pastoral leadership and the church. The Goal is to agree upon a focused and shared ministry with a mutual covenant to glorify God in every way.

34 10 Areas to assess. 1.Spiritual Formation and Self Care: - evidences a commitment to personal prayer, Bible study, and reading for spiritual growth - observes a Sabbath for personal renewal apart from time with family - is open to receiving spiritual direction from others - honors and models healthy life-styles (spiritual, physical, and emotional) for strengthening individual and family health

35 2.Worship Leadership: - is an effective preacher and worship leader, organizes and plans worship services with skill and care - creates an inspiring worship time and gives attention to issues such as the pace and energy of the service - includes other persons by encouraging participation in liturgy

36 3.Administration: - works well with committees - completes required paperwork in a timely manner manner - knowledgeable in policies and procedures - demonstrates intentional involvement in the financial and facilities operation of the church financial and facilities operation of the church

37 4.Discipleship: - uses time well and appropriately - is an engaging teacher and Bible study leader - encourages people to grow in their faith; - challenges people to tithe - demonstrates competence in basic theology and Bible studies; and Bible studies; - demonstrates a comprehensive spiritual knowledge needed to perform the primary knowledge needed to perform the primary tasks of ministry tasks of ministry

38 5.Mission Issues: - lives out the mission & values of the UMC in word and deed in word and deed - leads the church to help those in need by participating in local and/or foreign missions - challenging the church to take seriously the needs of the least, the last, & the lost - leads the congregation in the fulfillment of its mission through full and faithful payment of all apportioned ministerial support, administrative, and benevolent funds

39 6.Evangelism: spends time with people who are not yet participating in the life of the church; leads people in discipleship and evangelistic outreach that they might come to know Christ and follow him; trains and equips people in the church to share their faith with others.

40 7.Pastoral Care: is attentive to the ministries of hospital and home visitation, counseling, caring ministry, funerals, contacting shut-ins; the pastor enables and partners with the laity in the caring ministry of the church

41 8.Leadership: - leads the church into God’s vision for it by identifying, equipping, and developing emerging lay leadership - demonstrates organizational skills; delegates appropriately; understands his/her role and its function within the church - honors confidentiality - relates well to staff; manages conflict in a healthy manner; punctual & prepared for assignments manner; punctual & prepared for assignments

42 9.Denominational and Ecumenical Involvement: - serves on district and/or conference committees - mentors candidates for ministry - attends district and conference meetings - participates in community, ecumenical and interreligious concerns

43 10.Team Building and Equipping: - effectively builds teams to multiply ministry - shares credit for successes - seeks out new people to be in ministry - casts vision for positive change - able to build consensus for a new idea and implement it - believes the best days of the church are ahead

44 To work with the pastor to improve on areas where improvement is needed....

45 is a covenant between the Pastor and the S/PPRC, designed to benefit the church. It’s purpose is to improve the effectiveness of the pastor and in turn, the overall ministry of the church.

46 Back to the duties of the S/PPRC

47 6. To communicate and interpret to the congregation the nature and function of ministry in The United Methodist Church regarding open itinerancy, the preparation for ordained ministry, and the Ministerial Education Fund.

48 7. To develop and approve written job descriptions and titles for associate pastors and other staff members in cooperation with the senior pastor. The term associate pastor is used as a general term to indicate any pastoral appointment in the local church other than the pastor in charge (see par. 339). Committees shall be encouraged to develop specific titles for associate pastors that reflect the job descriptions and expectations.

49 8. To consult with the pastor and staff concerning continuing education and spiritual renewal, to arrange with the church council for the necessary time and financial assistance for the attendance of the pastor and/or staff at such continuing education and spiritual renewal events as may serve their professional and spiritual growth, and to encourage staff members to seek professional certification in their fields of specialization.

50 9. To enlist, interview, evaluate, review, and recommend annually to the charge conference lay preachers and persons for candidacy for ordained ministry (see BOD and 310), and to enlist and refer to the General Board of Global Ministries persons for candidacy for missionary service.

51 Neither the pastor nor any member of the committee on S/PPR shall be present during the consideration of a candidacy application or renewal for a member of their immediate family. The committee shall provide to the charge conference a list of students from the charge who are preparing for ordained ministry, diaconal ministry, and/or missionary, and shall maintain contact with these students, supplying the charge conference with a progress report on each student. 10. To interpret preparation for ordained ministry and the Ministerial Education Fund to the and the Ministerial Education Fund to the congregation. congregation.

52 11. To confer with the pastor and/or other appointed members of the staff if it should become evident that the best interests of the charge and the that the best interests of the charge and the pastor(s) will be served by a change of pastor(s). The committee shall cooperate with the pastor(s), the district superintendent, and the bishop in securing clergy leadership. Its relationship to the district superintendent and the bishop shall be advisory only.

53 The PPRC Role in Appointment Making Annual Evaluation (due December 1st) Charge Profile (due December 1st) Consultation (January – March) Introductory Visit (April – May)

54 Appointment Core Values 1. The Church is the body of Christ. 2. The work we are doing is the work of God. 3. Don’t reward mediocrity. 4. The needs of the local church are priority.

55 5. The only thing worse than having no pastor is having the wrong pastor. 6.Consultation is very important. Consultation means attempting to gain all Consultation means attempting to gain all information vital to making a correct decision. information vital to making a correct decision.

56 Philosophy of Appointment Making All that we do and consider will be bathed in prayer. Church Profiles & Clergy Profiles will be used to match the needs of the church with abilities of the clergy. Make sure your profile is accurate. Long term appointments are key to healthy congregations. We will work towards moving only those clergy who want to move or must move due to the request of the church. Interim pastors will be used to address patterns of dysfunction on the part of a local congregation. Ineffectiveness on the part of a clergy person will be dealt with by remedial action or suspension.

57 Back to the duties of the S/PPRC

58 12. To recommend to the church council, after consultation with the pastor, the professional and other staff positions (whether employee or contract) needed to carry out the work of or contract) needed to carry out the work of the church or charge. The committee and the pastor shall recommend to the church council a written statement of policy and procedures regarding the process for hiring, contracting, evaluating, promoting, retiring, and dismissing staff personnel who are not subject to episcopal appointment as ordained clergy.

59 Until such a policy has been adopted, the committee and the pastor shall have the authority to hire, contract, evaluate, promote, retire and dismiss non-appointed personnel. When persons are hired or contracted, consideration shall be given to the training qualifications and certification standards set forth by the general Church agency to which such positions are related. The committee shall further recommend to the church council a provision for adequate health and life insurance and severance pay for all lay employees.

60 In addition, the committee shall recommend that the church council provide; effective on and after January 1, 2006, 100% vested pension benefits of at least 3% of compensation for lay employees of the local church who work at least 20 hours/week, are at least 21 years of age, and have at least one year of permanent service. The church council shall have authority to provide such pension benefits through either a nondenominational pension program administered by the General Board of Pension and Health Benefits or another pension program administered by another pension provider.

61 13. To recommend to the charge conference, when the size of the employed staff of the charge makes it desirable, the establishment of a personnel committee. This committee shall be composed of such members S/PPRC as it may designate and such additional members as the charge conference may determine. 14. To educate the church community on the value of diversity of selection in clergy and lay staff and develop a commitment to same.

62 15. Members of the S/PPRC shall keep themselves informed of personnel matters in relationship to the Church’s policy, professional standards, liability issues, and civil law. They are responsible for communicating and interpreting such matters to staff. Committee members should make themselves available for educational, and training opportunities provided by the conference, the district, and/or other arenas that will enable them to be effective in their work.

63 16. To consult on matters pertaining to pulpit supply, proposals for compensation, travel expense, vacation, health and life insurance, pension, housing (which may be a church-owned parsonage or housing allowance in lieu of a parsonage if in compliance with the policy of the annual conference) and other practical matters affecting the work and families of the pastor and staff, and to make annual recommendations regarding such matters to the church council, and reporting budget items to the finance committee.

64 The parsonage is to be mutually respected by the pastor’s family as the property of the church and by the church as a place of privacy for the pastor’s family. The chairperson of the S/PPRC, the chairperson of the board of trustees, and the pastor shall make an annual review of the church owned parsonage to assure proper maintenance.

65 Now that you know your responsibilities, you might ask yourself…

66 Why serve on the S/PPRC ?

67 Those whom we support hold us up in life. Marie Ebner von Eschenbach Marie Ebner von Eschenbach

68 THE END


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