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In Memoriam

Constitution of Westminster United Church

TABLE OF CONTENTS

PART 1 – INTRODUCTION

1.1    “Conciliar” or Presbyterian System
1.2    Laws of the United Church of Canada
1.3    History of the Congregation of Westminster
1.4    Intention

PART 2 - THE CHURCH BOARD

2.1    Church Board

2.2    Functions

2.3    Limitation of Powers

2.4    Ministers

2.5    Eligibility and Qualifications

2.6    Nominations

2.7    Elections

2.8    Term of Office

2.9    Power to Fill Vacancy

2.10 Installation Service

2.11  First Meeting of Church Board

2.12  Board Membership

2.13  Function

PART 3 – EIGHT STANDING COMMITTEES

3.1    Eight Standing Committees
3.2    Membership
3.3    Power to Add
3.4    Functions

PART 4 – MEETINGS

4.1    Congregation.
4.2    Calling and Notice of Meetings of Congregation
4.3    Church Board
4.4    Standing Committees
4.5    Notice of Meeting
4.6    Voting
4.7    Rules of Debate and Order
4.8    Quorum
4.9    Meeting Agenda
4.10  The Minutes
4.11  Making Your Meetings Work

PART 5 – CHURCH LEADERSHIP DEVELOPMENT PROGRAM

5.1    Purpose
5.2    Timing
5.3    Co-ordinators
5.4    Content
5.5    Participants

PART 6 – FINANCIAL YEAR, ANNUAL REPORTS AND BUDGETS

6.1     Financial Year
6.2     Annual Budget
6.3     Annual Report
6.4     Annual Report to the Congregation

PART 7 – GENERAL

7.1     Church Office
7.2     Church Librarian
7.3     Westminster Handbook
7.4     The Manual
7.5     Repeal or Amendment.
7.6     Effective Date
APPENDIX   1 - CHRISTIAN EDUCATION COMMITTEE
APPENDIX   2 - FINANCE AND STEWARDSHIP
APPENDIX   3 - MINISTRY AND PERSONNEL
APPENDIX   4 - MISSION AND OUTREACH
APPENDIX   5 - PROPERTY
APPENDIX   6 - VISITATION AND MEMBERSHIP
APPENDIX   7 - MUSIC AND WORSHIP
APPENDIX   8 - CONGREGATIONAL LIFE AND WORK
APPENDIX   9 - THE COURTS OF THE CHURCH
APPENDIX 10 - MAKING YOUR MEETINGS WORK
APPENDIX 11 - MEMBERSHIP MEMOS

PART 1 – INTRODUCTION

1.1 CONCILIAR OR PRESBYTERIAN SYSTEM
The form of Church government adopted for the United Church of Canada is the Presbyterian or “Conciliar” system. It is well based in the beginnings of the Christian Church and was in use in both Presbyterian and Methodist Churches in Canada before Union in 1925. The Protestant reformers in their day searched the New Testament to learn the practice of the early Church. In that period the organization and care of the local congregation was the responsibility of men called presbyters. This word comes from a Greek word “presbuteros” and in the New Testament is referred to as “elder”. Elders were not necessarily preachers or scholars, but reputable men, exemplary and balanced in judgment, to whom was given the responsibility of leadership in the Church. They gave instruction. They exercised discipline. They ruled and taught according to ability. In time, one of the elders became the chief leader or president of the congregation. He was responsible for the conduct of worship. He and other elders shared together in the pastoral care of the people and the administration of Church affairs. Seeking orderly and representative Church government, the reformers, especially in Scotland, adopted this form. In it the “preaching” elder devotes his full time to the work of Christ and the Church. After training and examination he is ordained by the Church as a Minister of the Word and Sacraments. “Ruling” elders, chosen from the congregation follow their several occupations in daily life, but are ordained to their office in the Church. They join with the Minister in the spiritual oversight and care of the people and collectively are know as the Session. All the Ministers and an equal number of lay members from the pastoral charges in a designated area constitute the Presbytery.
This system allows the local Church or pastoral charge a great deal of self-government, especially in matters pertaining to its own life. The local Churches are bound together in organic connection by a series of courts: Presbytery, Conference, General Council. Government in the United Church of Canada is thus a two-way movement, back and forth, from the local pastoral charge through Presbytery and Conference to the General Council, which is the Supreme Court of the Church in matters of doctrine and legislation affecting its total life.

(Source: “I Join the Church” prepared by a committee and issued with general approval by the United Church of Canada, pp 9-10)

1.2       LAWS OF THE UNITED CHURCH OF CANADA
Ever since the first edition of The Manual of the United Church of Canada in 1928, it has been an important tool for members and organized bodies of the United Church of Canada. “The purpose of law within the church is to order procedures and to provide for the consistent resolution of differences, and so to facilitate the achieving of order and justice. As an elaboration and extension of the Basis of Union, The Manual was intended to cover correct procedures for most foreseeable contingencies.” The Manual (and this constitution) therefore are to be employed not as a harsh legalistic instrument, but as a tool that is intended to be used within the Christian Communion, and it requires not only a knowledge of their provisions, but also that they be applied with trust and goodwill. The law and procedure of the United Church of Canada is contained in the Manual.
(Source: Introduction to The Manual, 2001, p.3)
1.3       HISTORY OF THE CONGREGATION OF WESTMINSTER

(1) The Congregation of Westminster belonged to the Presbyterian Church prior to Union in 1925. In 1925 the Congregation of Westminster voted to join the union of the Presbyterian, Methodist, and Congregational Churches in Canada in the formation of the United Church of Canada. The Congregation of Westminster adopted the plan of organization prescribed for pastoral charges by The Manual of the United Church of Canada (i.e. the Session, Official Board, Committee of Stewards, the Christian Education Committee of the Congregation, etc.). This form of congregational organization continued until the early 1970’s when the Congregation of Westminster adopted the concept of the “large Official Board” having an official Board membership of 40-50 members, whose membership was organized into 5 Divisions (Ministry, Personnel & Education, Finance & Stewardship, Communications, Church & Society, Christian Development). At the annual congregational meeting held January 30, 1983 a motion was passed adopting the form of Church organization outlined in the 1982 Annual Report on a trial basis for 1 year during which time the official Board was to consider and assess the new organizational structure for the official Board and provide the congregation with its report and recommendations at the annual meeting of the congregation to be held on January 30, 1984. This constitution was the result.

(2)    Westminster United Church came into existence when the “hill people” living around Central Park decided they wanted their own church separate from St. John’s Presbyterian Church. First services were held in Alexandra High School on August 31, 1913 with Rev. J.O. Watts of Oakwood, Ontario as first minister.
The name Westminster does not refer to the famous abbey in London, England. “West” describes the location, and “minster” is old English for monastery.
Under the supervision of James Rae, the new church was completed in just two months at a cost of $4,781.00. Dedication of Westminster Church took place on June 21, 1914. The Westminster Memorial Hall (which was destroyed by fire in 1979) was the former church building. The name was changed from Westminster Presbyterian Church to Westminster United Church in 1925. The new church and a new site (the present location at 101 – 6 St SE) were chosen to keep up with the increasing number of churchgoers. The first service was on Sunday, September 22, 1957 under the auspices of Reverend Len Harbour.
On April 25, 1979, at 1:10 a.m., the incumbent minister (Rev. Richard Worden) was awakened by three young people reporting a fire in the Westminster Memorial Hall. The fire destroyed the Hall, did extensive smoke and water damage to the sanctuary, including the new Regent Hammond organ which had been recently purchased.
A young man was charged with deliberately setting the fire. An item used to set the fire was the minister’s pulpit robe. The young man went to trial and was acquitted. Westminster Church was closed for three Sundays; weddings were held in homes and at Fifth Avenue Church. Sunday Services were held in Fifth Avenue United Church. One of those Sundays was Mother’s Day and the Westminster crowd was lined up along Fourth Street for half a block waiting to get into the church. The insurance claim, which was finally paid, amounted to $404,000.00. In May 1980 the ground was broken for the new Church Hall building. This new building was made 20 feet longer than the old building. The new building was completed and occupied early in 1981.

1.4       INTENTION
It is the intent of this constitutional revision to clarify the congregational organization of Westminster United Church.

PART 2 – THE CHURCH BOARD

2.1              CHURCH BOARD

The Congregation does hereby establish a pastoral charge organization to be known as “the Church Board” and its members shall be called “Elders”.

2.2              FUNCTIONS

The functions of the Church Board shall include all of the functions of the Session, the Committee of Stewards, the Official Board, and the Christian Education Committee, as described in The Manual, and shall include:

(1)                oversight of the spiritual interests of the Congregation and each person within the Congregation.

(2)                to manage the financial affairs of the Congregation

(3)                to secure contributions for the support of the work of the congregation and the total work of the United Church of Canada

(4)                to manage all of the property of the congregation subject to the powers of the Board of Trustees,

(5)                to plan and direct the total Christian Education Program of the congregation

(6)                to select representatives in full Church membership of the Congregation to the Presbytery

2.3              LIMITATION OF POWERS

The Church Board shall only exercise its functions in consultation with the minister(s) and subject always to the law of the United Church of Canada and the authority and direction of the Congregation.

2.4              MINISTERS
The minister(s) of the congregation shall be ex officio members of the Church Board and all other congregation organizations and committees and shall be entitled to vote except that the ministers shall not be members of the standing Committee for Ministry & Personnel and for the Pastoral Relations Committee. The Minister(s) shall not be counted in determining the quorum for any meeting.

(Source: The Manual, 2001, Section 120-123)
2.5              ELIGIBILITY AND QUALIFICATIONS

(1)    Any Person in full membership of the congregation and in good standing is eligible for election as an Elder. Any person who is attached to the congregation, but not a full member (an “adherent”) is eligible for election with Board approval.

(2)    No person shall be entitled to hold office as an Elder for more than five (5) consecutive terms of office except, under extenuating circumstances, the Board or Congregation may approve an extended one (1) year term.

(3)    If any Elder is absent from three (3) consecutive meetings without obtaining prior leave of absence from the Church Board, such Elder shall be deemed to have resigned from the Church Board and his or her position shall thereupon be declared vacant.

2.6              NOMINATIONS

(1)    The Church Board sub-executive (Chair, Vice Chair, Secretary, & Minister(s) with the input of the Church Board) shall serve as the Nominations Committee each year.

(2)    The function of a Nominating Committee shall be to nominate annually to the congregation for election to the Church Board the names of eligible persons representative of the congregation who are able and willing to serve on the Church Board.

(3)    The Board of Trustees shall provide the Nominating Committee with nomination(s) for trustee representative to the Church Board.

(4)    The United Church Women of the congregation shall provide the Nominating Committee with nomination(s) for the United Church Women’s representative to the Church Board.

(5)    The Nominations Committee shall submit its Report on Nominations for the Church Board for the coming year to the Congregation at its annual meeting.

2.7              ELECTIONS

At its annual meeting to be held as early as possible after the last day of December in each year, the Congregation shall elect no less than twelve (12) from the names of the persons listed in the Nominations Report and such other persons as may be nominated from the floor at the annual congregational meeting, of which one shall be elected from the nominations by the Board of Trustees and one from the nominations from the United Church Women.

2.8              TERM OF OFFICE
The Elders shall commence their term of office on the Church Board immediately following their election at the annual congregational meeting and installation and shall continue to hold office thereafter until the next election of Elders, except that the immediate past chairpersons of the eight standing committees who have not been re-elected may continue to serve as Elders on the Church Board until June 30.
2.9              POWER TO FILL VACANCY

The Church Board may elect a person eligible to be nominated to the Church Board to fill any vacancy that may occur as a result of the resignation or death of any Elder elected by the congregation.

2.10          INSTALLATION SERVICE

The Minister(s) shall be responsible for the installation or induction of the Elders, leaders of other Congregational Organizations and the leaders and teachers of the Church School at a public service of the Congregation. A suitable installation service will be found in the Service Book of the United Church of Canada. (1969, reprinted 1983 and Celebrate God’s Presence, 2000)

2.11          FIRST MEETING OF CHURCH BOARD

(1)    When all Board positions are not elected at the Annual Congregational Meeting, the Church Board shall elect persons to these positions at its first meeting.

(2)    The Church Board shall firstly elect a Church Board Chairperson. Any Elder of the Church Board is eligible for election to the office of Church Board Chairperson, except that the immediate past Church Board Chairperson who is not eligible for re-election to more than three (3) consecutive terms as Church Board Chairperson.

(3)    The Church Board shall elect the Church Board secretary. Any person eligible to be nominated to the Church Board, is eligible for election to the office of Church Board secretary.

(4)    The Church Board shall elect from amongst the Elders, any Chairperson(s) of the eight standing committees that have not a Chairperson in place. The Board should elect these in the order that the Committees are listed in Clause 4.1, commencing with the Christian Education Standing Committee and ending with the Standing Committee for Congregational Life and Work. The immediate past Chairperson of a Standing Committee is not eligible for re-election to more than three (3) consecutive terms of office as Chairperson of the same Standing Committee.

(5)    If the eight standing committees do not have at least one member who serves on the Board of Elders, the Church Board shall elect from amongst itself at least one (1) Elder for each Standing Committee.

(6)    If at least one lay representative to the Presbytery has not been elected at the Annual General Meeting, then the Church Board shall elect an Elder eligible for election as a lay representative to Presbytery. (Westminster United Church is entitled to two lay delegates to presbytery and these should be elected at the Annual General Meeting.)

(7)    If a Vice-Chairperson has not been elected at the Annual General Meeting, the Church Board shall elect a Church Board Vice-Chairperson. Any Elder of the Church Board is eligible for election to the office of Church Board Vice-Chairperson.

2.12          BOARD MEMBERSHIP

The Church Board shall consist of the following members (in addition to the minister(s) who are ex officio members):

(1)    the Chairperson of the Church Board

(2)    the Vice-chairperson of the Church Board

(3)    the Church Board Secretary

(4)    the Chairperson of each Standing Committee or its representative

(5)    the Trustee representative to the Board

(6)    the United Church Women’s representative to the Board

(7)    the United Church Men’s representative to the Board (if applicable)

(8)    the Youth representative to the Board
2.13          FUNCTION

The Church Board shall exercise all its functions including the approval of the annual reports to the congregation, including the annual financial statements and the budgets.

PART 3 – EIGHT STANDING COMMITTEES

3.1              EIGHT STANDING COMMITTEES
The Eight Standing Committees of the Church Board shall consist of the following:
(1)    Christian Education

(2)    Finance & Stewardship

(3)    Ministry & Personnel

(4)    Mission & Outreach

(5)    Property

(6)    Visitation & Membership

(7)    Music & Worship

(8)    Congregational Life and Work

3.2              MEMBERSHIP

(1)    There shall not be less than one (1) or more than five (5) Elders on each Standing Committee

(2)    No staff member of the congregation shall be a member of the Standing Committee for Ministry & Personnel or the Pastoral Relations Committee.

3.3       POWER TO ADD

Each Standing Committee has the authority and power to add or elect members other than Elders to its Standing Committee or its sub-Committee work, at any time, except that such persons shall not thereby become Elders.

3.4       FUNCTIONS

(1)    The functions of each Standing Committee are described in the Appendices 1-8. It is not possible nor is it desirable to list the specific tasks of each Standing Committee in detail and it is the responsibility of each Standing Committee to decide upon the task or tasks that it wishes to perform during its term of office, having regard to the duties as described in Appendices 1-8 and “time, talent and treasure” that is available.

(2) If at any time any question should arise as to which Standing Committee is responsible for any particular task(s), such question shall be referred to the Church Board whose decision shall be final.

PART 4 – MEETINGS
4.1              CONGREGATION

(1)    The members of the Congregation shall meet annually, and more frequently if they deem it advisable.

(2)    The annual meeting of the Congregation shall be held as early as possible after the last day of December.

(3)    The annual meeting of the Congregation shall receive the annual reports, hold elections, and transact any other business regularly brought before it, except the question of a change in pastoral relationship unless it has been specified in the notice calling the meeting as provided in The Manual.

(4)    It is recommended that the annual reports be printed and circulated among the members of the Congregation prior to the annual meeting.

(5)    The Chairperson of the Church Board and the Church Board Secretary of the existing Church Board shall serve as Chairperson and Secretary at the annual meeting and other meetings of the Congregation unless otherwise decided by the Congregation or, in the case of a meeting called in accordance with The Manual to discuss the pastoral relationship, the Chairperson of that meeting shall be appointed by the Presbytery, through the Pastoral Relations Committee.

4.2              CALLING AND NOTICE OF MEETINGS OF CONGREGATION

(1)    All meetings of the Congregation shall be called by the Minister(s) in charge, either upon personal motion, or upon the request in writing of the Church Board, or ten (10) persons in full membership of the Congregation, within fifteen (15) days of the date of the request, or on the mandate of a Superior Court of the Church.
(2)   When the pastoral charge is vacant, meetings shall be called by the representative appointed by the Presbytery.

(The Manual, 2001; sections 111, 112)
(3)    Unless otherwise provided for in the procedure of the United Church, the notice for any meeting of the Congregation shall specify its object, and shall be read during public worship or inserted in the Sunday Worship Bulletin at least once before the meeting. When the object of the meeting is a change in pastoral relationship, the notice shall be read during public worship or inserted in the Sunday Worship Bulletin on two (2) successive Sundays. When the object of the meeting is to deal with matters pertaining to the Trusts of Model Deed, the meeting shall be called by a notice from the pulpit during public worship on each of the two (2) preceding Sundays on which public worship is held.

4.3              CHURCH BOARD
The Church Board shall normally meet once each month (September through June) during its term of office or more frequently if deemed advisable but not less than four (4) times a year.
4.4              STANDING COMMITTEES

The Standing Committees shall normally meet once each month (September through June) during their term of office or more frequently if deemed advisable.

4.5              NOTICE OF MEETING

The Church Board Chairperson and the Chairperson of each Standing Committee shall advise the Church Office in advance of the time, date and place of any meeting in time for the Church Office to publish the Notice of the Meeting in the Sunday Notices.

4.6       VOTING

(1) At meetings of the Congregation, the members of the Congregation who are entitled to vote are those persons in full membership, whose names are on the Roll of the Church. With the consent of these, adherents who attend and support the Congregation may vote. Each person entitled to vote is entitled to one vote except that the Chairperson shall vote only in the event of a tie.

(2)    At meetings of the Church Board, each Elder shall be entitled to one vote, except that the Church Board Chairperson shall vote only in the event of a tie

(3)    At meetings of standing committee, each member of the standing committee, whether an Elder or not, is entitled to one vote.

4.7      RULES OF DEBATE AND ORDER

The rules of debate and order as set out in Appendix III of The Manual shall apply to all meetings.

4.8       QUORUM

(1)    A “quorum” for the Board shall mean a majority of those entitled to vote: that is 50% of the board plus one person. A quorum with respect to the meeting of the congregation, provided that if the number of such persons exceeds 100, the quorum shall be 20, and if 100 or less but over 50, the quorum shall be 15, and if 50 or less but over 19, the quorum shall be 10. The Minister(s) shall not constitute part of the quorum.

(2)   The “quorum” for the Church Board shall consist of one (1) minister plus five (5) of those listed under Section 3.2.

(cf. The Manual, 2001, sec. 123, 182.1)

4.9       MEETING AGENDA

(1)    The Church Board Chairperson in consultation with the Minister(s) shall prepare the agenda for the meetings of the Congregation and the Church Board.

(2) The Chairperson of each Standing Committee shall prepare the agenda for the meetings of that Comittee.

4.10     THE MINUTES

The Church Board and each other organization of the Congregation shall appoint a secretary for each one of its meetings who shall be responsible for recording the minutes of each meeting. The minutes need not be formal but may make note of the following:

(1)    Who called the meeting.

(2)    The date and place of the meeting.

(3)    Who was present and who was absent.

(4)    The minutes must be explicit about decisions made and actions that are to be taken. All motions should be duly recorded, with the name of the mover, the name of the seconder and the decision noted. Notes on the main points of discussion which led to the decision are helpful. Adjectives are not necessary. Numbering the points is helpful.

(5)    Who has the task of following up or doing things may be highlighted or notes made in the margin as reminders. The Chairperson may have to remind those who need to take action before the next meeting in person, telephone call or separate memo.

(6)    The minutes or notes should be circulated promptly to all concerned. A copy of the minutes of each meeting shall be signed by the secretary and delivered to the Church Office for the Church Office records. (The Manual, 2001, sec 332).

The foregoing shall not apply in the case of the Standing Committee on the Ministry and Personnel or the Pastoral Relations Committee. In the interest of confidentiality, no minutes shall be kept by the Standing Committee on Ministry and Personnel or the Pastoral Relations Committee.

4.11          MAKING YOUR MEETINGS WORK

(1)    Attached to this Constitution as Appendix 10 is a copy of an article entitled “Making Your Meetings Work” by Ann Fleming in Exchange Winter 1983, pages 13 – 15 inclusive.

PART 5 – CHURCH LEADERSHIP DEVELOPMENT PROGRAM

5.1              PURPOSE

Leadership is essential to the spirit and vitality of the Congregation. The Congregation recognizes that it must provide its leaders with training and support in time to allow its leaders to plan in advance prior to taking office. The purpose of any Church Leadership Development program therefore is to help create a well informed, well trained, motivated team of leaders for the Church Board and all other Congregational organizations for the forthcoming Church year.

5.2              TIMING

A Church Leadership Development Program shall commence as early as possible after the annual meeting so that the Church Board and other Church leaders shall have sufficient time to plan prior to taking office.

5.3              CO-ORDINATORS

The Minister(s) and the incoming Church Board Chairperson shall act as co-ordinators to jointly plan, co-ordinate and implement a Church Leadership Development Program.

5.4              CONTENT
The form and substance of the Church Leadership Development Program shall be determined by the co-ordinators. The co-ordinators may recommend that one or more of the Church leaders participate in Leadership Development courses offered at the training centres of the United Church of Canada. The co-ordinators may use the conference staff persons or others with special leadership skills in any programs.
5.5              PARTICIPANTS

All Elders of the incoming Church Board and leaders of all other congregational organizations are invited to participate in any and all programs designed for them.

PART 6 – FINANCIAL YEAR, ANNUAL REPORTS AND BUDGETS

6.1              FINANCIAL YEAR

The financial year for the Congregation commences on January 1 and ends on December 31 of each year.

6.2              ANNUAL BUDGET

(1)    The standing committee on Finance and Stewardship shall, in consultation with the Board of Trustees, the Executive of the United Church Women, and each standing committee of the Church Board, prepare a proposed budget for the Board of Trustees, the United Church Women and for each standing committee of the Church Board for the coming financial year.

(2)    The proposed budgets for each standing committee shall be approved by the Church Board prior to publication in the annual report to the Congregation by the Church Board.

(3)    The Congregation shall, at its annual meeting to be held as early as possible after December 31, consider the proposed annual budget of the Church Board and a vote shall be taken on the annual budget for the coming year.

6.3              ANNUAL REPORT

(1)    The Board of Trustees, the United Church Women and each standing committee of the Church Board shall prepare an annual report in writing on or before December 31 of each year and submit it to the Church Board for its approval prior to it being published in the annual report to the Congregation.

(The Manual, 2001, sec. 184 a.) (In the interest of efficiency, the church office may request the reports to be submitted somewhat earlier in December.)

(2)    The annual reports shall include the following:

(a)                The names of the Chairperson and all other members of the Board of Trustees, the United Church Women’s groups and each standing committee and sub-committees.

(b)                A brief description of the tasks undertaken.

(c)                The budget allocated by the Congregation at its last annual meeting and a financial accounting.

(d)                The proposed budget for the coming year.

(e)                The proposed tasks for the coming year.

6.4              ANNUAL REPORT TO THE CONGREGATION

The Church Board shall be responsible for the preparation and circulation of the annual report to the Congregation prior to the annual meeting. (The Board may engage all the office, ministerial and commercial assistance it deems necessary for this task to be completed).

PART 7 – GENERAL
7.1                    CHURCH OFFICE

The Minister(s) shall be responsible to the Church Board for the daily operations of the Church Office and the Church Office manager.
7.2                    CHURCH LIBRARIAN
The Church Board may appoint Church Librarian(s) to be responsible for the Church Library. The term of office of the Church Librarian shall be the same as the term of office of the Church Board who appoints the Church Librarian.

7.3       WESTMINSTER HANDBOOK

(1)    The Church office manager under the direction and supervision of the Minister(s) and the Church Board Chairperson shall prepare a standard 3-ring binder called the “Westminster Handbook” which shall include such material as deemed advisable by the Minister(s) and the Church Board Chairperson and shall include the following:

(a)    A list of the names, addresses and telephone numbers of each incoming Church Board member.

(b)    A list of the names, addresses and telephone numbers of each retiring Church Board member.

(c)    A copy of the last Annual Report.

(d)    Minutes of the last annual meeting of the Congregation.

(e)    A copy of this Constitution.

(f)     A copy of the photo-directory of the congregation.

(2)    Each Elder shall be provided with a copy of the Westminster Handbook at the first meeting of the incoming Church Board or as early as practical.

(3)    Each retiring Elder shall return his or her copy of the Westminster Handbook to the Church office immediately upon retirement.

7.4       THE MANUAL

This Constitution, permitted by the flexibility of United Church polity, recognizes the authority of The Manual in all matters of ultimate governance.

7.5              REPEAL OR AMENDMENT

The Constitution or any part hereof may be repealed or revised by the Congregation at any time at a meeting called for this specific purpose.

7.6              EFFECTIVE DATE

This Constitution shall take effect immediately upon being approved by the Congregation at a meeting called for this specific purpose.

APPENDIX 1 – CHRISTIAN EDUCATION COMMITTEE

1.         The Committee shall be constituted by and under the oversight of the Church Board. (The Manual, 2001, sec. 232.) Within our congregation the name Christian Development also applies to this committee.

2.         Membership of this Committee shall include not less than one (1) or more than five (5) Elders.

3.         The membership shall normally include representation from the following:

(1)    Sunday School Superintendent or representative.

(2)    One representative for adult groups (i.e. United Church Men, Bible Study, Hill Seniors, etc.)

(3)    One representative for parents or family life representative.

(4)    One representative for youth groups (Hi-C, Scouts, Guides, etc.)

(5)    One representative for Camp Okonoki.

(6)    Nursery

4.         Duties of the Committee shall be as outlined in The Manual so far as the same are applicable.

5.         Each member of this Committee should seek to aspire to the following:

(1)    be concerned to provide opportunities for Christian growth for children, youth and adults

(2)    be familiar with the programs and curriculum resources recommended by the Division of Mission in Canada for use in the United Church

(3)    know about the opportunities and personnel available in this area for teacher training and leadership development

(4)    be open to new and creative approaches to Christian education

(5)    be a learning, growing person and have a genuine enthusiasm for education and for people

APPENDIX 2 – FINANCE AND STEWARDSHIP

1.                  The Committee shall be constituted by and under the oversight of the Church Board. (The Manual, 2001, sec. 232.)

2.                   Membership of this Committee shall not exceed six (6) members, of which not less than one (1) or more than five (5) shall be Elders and the membership shall include the following:

(1)    Chairperson endorsed by the Church Board

(2)    Treasurer

(3)    Secretary

(4)    Other members to serve as Stewards (as required)

3.         Duties of this Committee shall include the following:

(1)    report monthly to the Church Board with a monthly Financial Statement,

(2)    advise the Church Board as to the financial objectives for the Congregation in each year

(3)    inform the Church Board and the Congregation why funds are needed and how they will be expended.

(4)    insure that a just proportion is maintained between monies spent for local needs and the amount provided for Mission Outreach.

(5)    promote and cultivate a sense of Christian Stewardship among all the members, young and old, using materials and resources available from the Department of Stewardship Services through the Presbytery, Conference and the National Church.

(6)    act with the Standing Committee for visitation and membership to organize periodic visitations of the entire Congregation for Stewardship purposes as required,

(7)    prepare an annual report and an annual budget for the coming year for the approval of the Church Board prior to the annual meeting.

4.                   Members of this Committee should aspire to:

(1)    understand Christian Stewardship to mean that the whole of life is a trust from God and that, consistent with this understanding, we account to God for the use we make of our time, talents and money,

(2)    be familiar with available United Church Materials and resources, particularly those which deal with the Mission and Service Fund and with Education for Stewardship

APPENDIX 3 – MINISTRY AND PERSONNEL

1.                  The Committee shall be constituted by and under the oversight of the Church Board. (The Manual, 2001, sec. 232.)

2.                   Membership of this Committee shall not be less than one (1) or more than four (4) Elders. Neither the minister(s) nor any member of the Church staff shall be a member of this Committee. Each minister, however, is entitled to appoint one representative to this committee who may or may not be a Board Member.

3.                   Duties of this Committee shall include the following:

(1)    to support the Minister(s) and various members of the Church staff and to help maintain good relationships between them

(2)    to maintain clear guidelines regarding the responsibilities and authority of various staff members

(3)    to be the liaison between staff members and the Congregation in general administrative matters and relationships

(4)    to be concerned with salaries, housing allowances, travel allowances, working conditions, and all other employment practices with respect to staff

(5)    to review annually the effectiveness of the Church staff as it relates to the program defined by the Church Board

(6)    to maintain a close liaison with the Pastoral Relations Committee of Presbytery

(7)    to report at regular meetings of the Church Board

(8)    to prepare an annual report and an annual budget for the coming year for the approval of the Church Board prior to the annual meeting

4.                   Members of this Committee should aspire to:

(1)    possess a large measure of sensitivity to persons and their needs, cultivate sympathetic understanding, tact and the ability to listen

(2)    be able to maintain confidences inviolate

(3)    be firm and dependable in adhering to agreed upon guidelines

(4)    know what salary scales are appropriate for the work being done by staff and be concerned that salaries paid are adequate and commensurate with both responsibilities and needs of the staff members

(5)    be prepared to hear dissatisfaction about staff expressed by persons or groups in the congregation and make provision for this to be dealt with by the Committee

(6)    make sure that expressions of appreciation of staff are also reported to the Committee

(7)    cultivate caring and honesty within the Congregation, be firm when needed and be fair to both staff and Congregation in dealing with their inter-relationships

APPENDIX 4 – MISSION AND OUTREACH

1.                  The Committee shall be constituted by and under the oversight of the Church Board. (The Manual, 2001, sec. 232.).

2.                   Membership of this Committee shall have no limit recognizing that approx. six persons is often a good working unit of which not less than one (1) or more than five (5) shall be Elders.

3.                   Duties of this Committee shall include the following:

(1)    to educate the congregation about local, national and global outreach needs and social justice issues and to use this position of education to develop a heart for mission in the Congregation.

(2)    to secure adequate funds for the mission and service aspect of our life as part of the United Church of Canada and our Christian service to all.

(3)    to deal with any special donations to the Mission and Service Fund and other mission fundraising endeavors.

(4)    to participate as volunteer for local outreach projects.

(5)    to prepare an annual report and an annual budget for approval of the Church Board prior to the annual meeting.

APPENDIX 5 – PROPERTY

1.                  The Committee shall be constituted by and under the oversight of the Church Board. (The Manual, 2001, sec. 232.)

2.                   Membership of this Committee shall not exceed six (6) of which not less than one (1) or more than five (5) shall be Elders and the membership may include the following:

(1)    Chairperson

(2)    U.C.W. representative

(3)    Trustee representative

(4)    Sunday School representative

3.                   Duties of this Committee shall include the following:

(1)    to have responsibility for the care and maintenance of all Church property

(2)    to ensure that all Church property is properly covered with insurance through the Trustees

(3)    to keep current a list of all Church property including values of same through the Trustees

(4)    to plan in detail, either by itself or in co-operation with any other Standing Committee of the Church Board, any major alteration or renovation to the Church buildings and grounds and to submit detailed plans and estimated cost of same to the Church Board for its approval

(5)    to see that adequate furnishings and equipment are provided for the sanctuary, manse (if used by a minister) and the Christian Education wing

(6)    to consult with the Minister(s) concerning the manse (if used as ministerial housing) to make certain that the manse and furnishings provided for the Minister(s) complies with The Manual.

(7)    to prepare an annual report and an annual budget for approval of the Church Board prior to the annual meeting.

APPENDIX 6 – VISITATION AND MEMBERSHIP

1.                  The Committee shall be constituted by and under the oversight of the Church Board. (The Manual, 2001, sec. 232.)

2.                   Membership of this Committee shall not exceed ten (10) of which not less than one (1) or more than five (5) shall be Elders.

3.                   Duties of this Committee shall include the following:

(1)    to oversee the roll of the Church

(2)    to oversee the record of children and adherents

(3)    to oversee the register of baptisms, marriages and burials

(4)    to show concern for the spiritual health and well-being for every person for whom the Congregation has responsibility and to plan periodic visits to the homes of persons identifying with Westminster United Church and to help cultivate acquaintance with them and discover any special needs or difficulties with which the church might help, to hear how the person feels about the services of worship, and to encourage their participation in the life and work of the congregation (much of this function may be carried by the church’s Commune-I-Care program).

(5)    to show concern for all persons who are lonely, ill, or are in need of special help from the congregation (some of this function may be carried out by the church’s Commune-I-Care program).

4.                   Members of this Committee should aspire to:

(1)    develop comfort talking with people about the Christian faith

(2)    visit and communicate with persons who are lonely, ill or in need of special help from the Congregation

(3)    be able to demonstrate to each person that his or her participation in the life and work in the Congregation is important and that each person has something to contribute apart from his or her monetary gifts.

APPENDIX 7 – MUSIC AND WORSHIP

1.                  The Committee shall be constituted by and under the oversight of the Church Board. (The Manual, 2001, sec. 232.)

2.                   Membership on this committee shall not be less than five (5) of which one (1) or two (2) shall be Elders.

3.                   The membership shall include the following:

(1)    Elder(s)

(2)    Minister(s) or Minister’s representative to act as consultant and liaison with Church Office

(3)    Senior Choir Director

(4)    Junior Choir Director

(5)    U.C.W. Representative

(6)    Sunday School Representative

(7)    Congregational Representatives**

** These persons do not necessarily attend regular music and worship meetings, but are in constant communication with the Chairperson of Music and Worship for example – person who locates greeters and ushers.

4.                   Duties of this Committee shall include the following:

(1)    responsibility for: the order of service, sacraments and the use of the sanctuary in consultation with the minister(s); the arrangements of Special Services throughout the church calendar year.

(2)    seeing that there is an Elder in Charge each Sunday and that there are Greeters, Ushers, Coffee Hosts and to find other persons who are willing to participate during the worship service (i.e. scripture readers, Mission Moment readers); for the sound system and seeing that there is someone to monitor it at each service and to record the service for the use of shut-ins.

(3)    arranging for people to lead Hymn Sing, Guest Music or Special Music and for replacement Organist on Senior Choir Director’s Sundays off. Notify office when a honorarium is to be paid.

a)      Supply organist

b)      When Music guest is not a member of Westminster

c)      If person is not a member of Westminster but has volunteered then they are not given a honorarium.

(4)    finding pulpit supply and worship leadership when the minister(s) is absent (i.e. Conference, continuing education, time off or illness).

(5)    decorating the sanctuary for special occasions (i.e. Christmas, Thanksgiving, Easter).

(6)    arranging for persons to prepare for and serve communion.

APPENDIX 8 – CONGREGATIONAL LIFE AND WORK

1.      The Committee shall be constituted by and under the oversight of the Church Board. (The Manual,, 2001, sec. 232.)

2.       Membership on this committee shall be developed through the co-ordinating elder who may wish to invite persons to share in its need as required.

3.       The membership shall include the following:

(1) Elder(s)

(2) persons invited by the elder to share in the work of fostering hospitality for designated functions/special services.

4.       Duties

This committee, while a standing committee chaired by an elder, shall function with ad hoc participation from congregants and/or elders to provide welcoming hospitality to persons gathering at Westminster United Church for special functions/services (ie. Shrove Tuesday Pancake supper, gathering for refreshments following the Blue Christmas service in December, insuring that refreshments are available for special educational events or workshops and any other functions deemed necessary).

5.      Persons sharing in this ministry should aspire to:

Have a heart for the ministry of hospitality extended to persons who may gather at Westminster United Church from time to time to engage the work and life of the congregation through special gatherings as mentioned above.

APPENDIX 9 – THE COURTS OF THE CHURCH

We are a conciliar church. 700 thousand confirmed members and nearly two million people take part in 3795 congregations, organized into 2394 pastoral charges form into 94 Presbyteries grouped in 13 conferences, represented in the General Council. These figures represent the United Church of Canada in 1998.

Well, what is that about?

GENERAL COUNCIL: This is the national body of our church. Commissioners are elected by Conferences to attend the council, which for many years met every 2 years, and more recently, every three years in an effort to reduce the costs of meeting. The Moderator is the presider of General Council. There are two secretaries, one for administration and one for faith and theology.

General Council has 5 divisions:

Division of Mission in Canada: has concerns for Christian Education, youth, U.C.W., U.C.M., institutions, camp, family, justice issues nationally.

Division of World Outreach: works with other churches to supply their requests to us, international matters of peace and justice, world relief, refugees, outreach and mission.

Division of Ministry and Personnel: has to do with people, training of clergy, policies and education.

Finance and Stewardship: budget, pensions, and administration of Mission and Service budget.

Communication Division: has to do with print resources, Audiovisuals, T.V., Observer.

All of these divisions serve the national church and aid the conferences in their work.

12 CONFERENCES: regional areas of the church made up of all Presbytery members plus youth delegates.

Conference ordains and settles clergy, sets goals for the regional area, budgets for conference ministries, has oversight of mission and service funds allocated to the conference. is a resource and support to Presbyteries.

PRESBYTERY: a local area within a conference. Membership includes all the clergy (clergy are only members of presbytery they are not members of congregations) plus one or two lay representatives from each of the pastoral charges within the bounds of presbytery.

Presbytery covenants with clergy, has oversight of pastoral care within its bounds, supervises camping within the area supports congregations in the area, provides leadership-training, budgets for Presbytery work.

PRESBYTERIAL: is much like Presbytery. It is comprised of area gatherings of United Church Women (UCW) who come from the local congregations.

The Presbyterial coordinates study, fosters community and outreach of the church through the U.C.W. of local church, and supports the mission and conference ministries and projects of the church.

CONGREGATIONS: form Pastoral charges within a Presbytery. ie. A four-point pastoral charge is one in which a minister serves four congregations. Membership is comprised of those who have made a profession of faith and are resident or non-resident members. Congregations also have a family list of families that are under pastoral care of the congregation. With life transitions this list is in a perpetual state of revision.

Congregations provide expressions of the faith community through study and witness, pastoral care of families, worship and Christian growth and study, raise support funds to meet their congregational goals. Congregations are organized by an Official Board with Trustees, Session, Stewards, U.C.W. in compliance with models set forth in The Manual of the United Church of Canada.

What Is South Alberta Presbytery?

1.     Geographically — On a map of Alberta a line drawn from Empress, through Duchess, Granum, and to Crows Nest Pass is approximately the northern boundary. All of Alberta south of that line is included in South Alberta Presbytery.

2.     Numerically — In the recent past the presbytery has included 22 pastoral charges and a membership roll of approximately 85 persons. Presbytery meets in January, March, May (at Conference time), June, and October. An executive of 13 people meet as required to plan and report on the presbytery business.

3.     Functionally — The Manual states that the duty of presbytery is “to have oversight of the pastoral charges and to adopt measures for promoting the religious life of the pastoral charges.” That is, presbytery has an Episcopal function, like that of a bishop. The work of presbytery is done by Divisions or Committees. Following is a brief description of the function of the Divisions and Committees:

a) Christian Development Division supports the work of the United Church Camps at Elkwater and Waterton —is the link to Presbytery for Presbyterial U.C.W.

b)   Church in Society Division helps Presbytery and congregations reflect theologically on such issues as the economy, native concerns, land use, women in crisis, poverty, inter—faith projects, language issues, sexual orientation.

c)   Communications Division encourages use of mass media, use of United Church publications, book displays, and press releases.

d)   Finance & Stewardship Division — prepares a budget, collects assessments, and makes disbursements for the operation of Presbytery — supervises the sale and purchase of property within the bounds of presbyter— approves grant applications for mission support.

e)   Ministry, Personnel & Education Division —examines applications for ministry, interviews candidates for the ministry, staff associates, and lay preachers and lay pastoral ministers — presides over all changes in pastoral relationships—arranges for covenanting services for all new appointments approves applications for licences to marry for retired ministers—ensures that adequate housing is provided for all ministers—provides information on pensions to retiring ministers—presides over the amalgamation of congregations.

f)    World Outreach Division —promotion of 10 day for World development —information presented to Presbytery regarding refugees, and other local and world issues.

g)   Pastoral Oversight Committee—organizes and empowers presbytery members to conduct Pastoral oversight visits (which are to be carried out on every pastoral charge every three years)—reports on each visit and organizes follow up on recommendations—reviews congregational annual reports and sends a letter with suggestions and recommendations to each congregation reviewed.

h)   Archives Standing Committee —is responsible for keeping and preserving records by all boards and committees, historical sites, histories of pastoral charges -examining congregational records annually.

i)    Nominations Committee —prepares a nominations report in March—to fill vacancies as required during the year

4.         Summary —The above summary represents a vast array of work done, a great deal of time required of ministers and of lay representatives. In addition to the local meetings, the chairperson of each Division attends meetings of that Division on a Conference level and so keeps Presbytery informed of happenings, issues and concerns on a wider scale. The chairperson of Presbytery is a voting member of the Conference Executive.

APPENDIX 10 – MAKING YOUR MEETINGS WORK

By Ann Fleming, who, at time of writing, was lay assistant at Melrose United Church in Hamilton and chairperson of the Hamilton Conference Communications Committee.

“I’ve chaired a committee for a year now and nobody told me how to do it.”

“Agendas! I’ve never managed to form one that works. How do you know how long a discussion will take?”

“Is parliamentary procedure necessary? I get so confused.”

“What is the difference between a goal and an objective?”

These were some of the comments overheard at the beginning of the Hamilton Conference workshop “Making Your Meetings Work”.

The conference staff had been hearing questions and comments such as these for some time and decided there was a need for a workshop that would help leaders make their meetings work. The target group for this workshop began with Conference Committee chairpersons and secretaries and was expanded to include presbytery chairpersons and secretaries and congregational board leaders. Thirty-two people gathered at Five Oaks for a Sunday-evening through Monday-evening workshop.

The Theology of Meetings

We began under the leadership of Mort Paterson (conference staff) who related our present-day meetings to the minutes of the first church meetings as found in the Book of Acts. A few examples: the election of two officers (1:13-26); the first World Council (2:1-41); an example of accountability (4:23-31); the first General Council (15:6-29); a Deputation (10:24-48).

These first meetings formed turning points for the early church. Someone called the group together and recorded the details. There were elections, tasks assigned and reporting back.

In discussing the theology of meetings, Mort referred to Martin Buber’s book I and Thou. When we meet, God is at the centre and we meet in relationship with each other. A mis-meeting occurs when we “use” others; a meeting occurs when we “Love” each other.

Meetings are called. They have a sense of formality. There needs to be a clear purpose and an agenda in order to exercise good stewardship of time. Meetings should have an outcome; result in action. A record is made, circulated and kept in order to plan the next step from the previous stage.

Establishing an I-Thou Relationship

A good portion of our first session together as a new group was spent on the establishment of an I-Thou relationship. Mardi Tindal (conference staff) led us through a series of ice-breakers. We shared our names and an interesting fact about them with the others around the circle. She then linked the workshop content to a series of ice-breakers where we shared (in twos or threes) why we came, what we like or dislike about meetings, what type of leaders we like or dislike, and other thoughts.

We learned that in the structure of our meetings this time is well spent. A group with good communication and a high trust level will tackle more difficult tasks. At the same time, we need to keep in mind that meetings are not group therapy time! The goal is to build a team that will share the ownership of the tasks.

Planning

How do we plan as a group? A clear purpose must be established. In order to do this, time needs to be spent assessing where we are, the concerns and issues at stake and the assumptions being made about the task and why it is being performed.

From these steps, goals (what we can accomplish today, two months or a year from now) are set. Then objectives (what is needed to reach the goal) can be listed and action plans (who and when) can be set in motion and implemented.

It is important that group members decide upon the goals and objectives. As one of our leaders said, "A good goal is one I have helped formulate. A bad goal is one someone wants me to implement."

Evaluation, a step often missed, is one of the most important for the group's continuing work. The feedback may show that everybody is feeling "wonderful" but the purpose is confused and the goal was not achieved, or the opposite may be true with the goal reached but the group feeling dissatisfied and/or at odds. Information about how well stated goals were achieved may be used as the basis of reporting and accountability.

Agenda! Agenda! Agenda!

Where do they come from? It seems they are the responsibility of the chair. A proposed agenda, mailed out in advance, informs members of what is to be discussed and if anything specific is expected of them.

For the chairperson an agenda is not just a list of headings. "Crib notes" beside each item remind the chairperson what the issue is, why it is on the agenda, who is involved and what is the expected outcome of the discussion. The chair's agenda notes may also have time estimates noted for each line.

The group should be given an opportunity to decide when to meet, how often and for how long. Although agenda items to some extent determine these matters, it is important that the group makes these decisions. When the chairperson presents the proposed agenda, he or she should ask group members if they would like to reshape it and/or add new items. Group ownership is the goal! It was noted that a tightly timed agenda can be confining. It is best to time broad sections, i.e. for a day: Opening/ Break/ Lunch/ Reconvene/ Break /Adjourn.

How do we order agenda items? One suggestion was to look for logical connections between items. Timing and pacing are important. Balance little items with big items. Balance between items that can be dealt with quickly and items that will require "heavy" discussion is important. A sense of accomplishment and energy is

achieved when a decision is made on an item quickly and efficiently before leading into a heavier issue. Place important items that aren't time‑consuming first.

Does Parliamentary Procedure Help or Hinder?

Irene Parker (conference staff) led this section of the workshop. She said that parliamentary procedure is a tool that can be useful to facilitate good order or restrictive if too legalized, depending on how it is used. It does protect the rights of all those present. Several handouts were available and discussion arose from them. The order of motions, dealing with amendments and calling for the vote generated the most questions. How long is a healthy discussion? It was suggested that as long as new and relevant material was being brought forward the discussion was alive and well! At the appropriate time, the chair can state that he or she is not hearing new information, summarize the discussion and prepare to call for the vote.

Stewardship of Time and Talents

Mardi opened a session on the stewardship of meetings with the biblical passage James 2:14‑26. She spoke about the relationship between who we are and what we do. As leaders we covenant to facilitate others and to be stewards of the time, talents and gifts of others.

Minutes

"Our minutes are like a book!" "Ours only record motions." "I wonder which is right?"

Minutes, we learned, must be explicit about decisions made and actions that are to be taken. All motions should be duly recorded, with the mover, seconder and decision noted. Notes on the main points of discussion which led to the decision are helpful. Adjectives are not necessary! Numbering the points is helpful.

Minutes should record who called the meeting and the date on which it took place. When there are errors and/or omissions these should be noted on the original copy. The chair and secretary should sign archive copies. It was suggested that we check the section on "Secretary" in The Manual for minute outlines. From there, what is recorded is a decision for the chair, the secretary and the committee.

STORY TIME

Once upon a time, there were four people named Everybody, Somebody, Anybody and Nobody. There was an important job to be done and Everybody was sure that Somebody would do It. Anybody could have done It, but Nobody did It.

Somebody got angry about that, because It was Everybody's job. Everybody thought Anybody could do It. but Nobody realized that Everybody didn't do It.

It ended by Everybody blaming Somebody when, actually, Nobody could accuse Anybody!

It was noted that where specific tasks have been assigned the minutes may be highlighted or notes made in the margin as reminders. Separate memos may be sent out to those who need to take action before the next meeting. Where more extensive reports or material for handouts are being prepared, it was suggested they be marked at the top "for action" or "for information". It is helpful for readers to have the recommendations or conclusions at the beginning with whys and process following.

What is Your Leadership Style?

This section of the seminar involved some role plays on how not to conduct a meeting! One role play featured a laissez‑faire leader who was so overwhelmed he never got started. His committee consisted of a blamer, a playgirl, a follower, a devil's advocate, a blocker and a sympathizer. Another role play demonstrated the manipulative, bureaucratic legalistic style of leadership. The leader refused to call for a vote until he had a split committee and could cast the deciding vote.

The qualities of a good leader were listed as: courage, pride, respect for others, conviction, strength, facilitation (being able to lead a group to accept responsibilities) and listening to words, feelings, intentions.

Basil Adams (Conference Staff Committee Chairperson) was our leader for this session. He pointed out the distinction between authority and leadership. A good leader does the homework, is knowledgeable, but allows the committee ownership of its business. She or he includes the group in agenda building and setting the priority of issues; allows full discussion, but is prepared to intervene when it becomes tangential or repetitive; aims at resolution of polarities; delegates authority with tasks clearly outlined, resources provided and a timeline given for reporting back and completion; and trusts the person to perform the task. A good leader "uses" (best sense of the word) the vice‑chairperson as the leader‑in‑training or co‑leader.

It was also pointed out that the good leader is one who knows when to vacate the chair and leave the committee!

Once again the importance of building team spirit, respect and trust was emphasized. This is a continuing process as one works at a balance between maintenance (group needs) and the task (production). A good leader strives to achieve results by giving everyone a voice, setting a tone, observing body language, levelling and dealing with personal agendas. In other words, the use of good communication skills will all lead to the balance.

In small groups we talked about the leadership qualities of Jesus. We also shared with one another our past and present role models.

During our last session Anna Lou Peever (Five Oaks staff) and Leslie McSpadden (conference staff) worked with us on leadership and committee members' styles of operation. Looking at the total group as an iceberg the tip becomes the task which is visible while under the water lies the maintenance needs of the individual and group as a whole.

We were presented with a role play case‑study. The committee was called to discuss an issue. Using a form provided, participants identified the behaviour patterns and attitudes in the group as members carried out their discussion.

APPENDIX 11 – MEMBERSHIP MEMO

To be a member of a church Board or Committee is to share with others in an experience that brings into play all our skills of human inter-action and group decision making. Since nobody reaches maturity in our society in complete isolation from other people, everyone has developed some skills and patterns of relating to other people which are uniquely their own, and which they bring with them into every group situation.

To be a helpful member of a Board or Committee is to be able to use these skills of relationship with others, plus your knowledge and judgment, to help the group arrive at good decisions which accurately reflect the wishes of the entire membership. Decisions which are made by a majority vote of only one or two members do not usually receive the kind of commitment that enables them to be effectively put into action. A much higher degree of commitment to decisions can be achieved if a consensus can be reached within the group. Consensus does not mean unanimity ‑ that everyone agrees equally ‑ but it does mean that those who may not be completely in favour of a decision are willing to go along with it, if it reflects the opinions of the majority.

Some of the useful skills which are already well developed in church members, though in varying degrees in different persons, can be identified as follows:

LISTENING SKILLS

These are more than simply the ability to hear sounds. Jesus spoke of those who "hearing, hear not and do not understand". He frequently said "who has ears to hear, let him hear". Listening involves a real attempt on the part of the hearer to understand not only what is said but the person who says it and the life situation out of which it is said.

The better we know other Committee or Board members, the better we can appreciate what they say on any given topic. A factory owner and a labour union member may both be on the same Board or Committee. What each has to say regarding the position the church ought to take in a local labour dispute will be conditioned by what they are, and other Board or Committee members will take this into consideration in their listening to each. We can also listen for overtones of anxiety, or worry, or cries for help, not only in what is said but in the way it is said. Listening is one of the most needed skills in good Committee work.

CARING SKILLS

These enable you to communicate the fact that you really care about the other members of the group, even though you may differ with them in discussion. To be able to reject a person's idea or opinion and still not reject the person requires a real foundation of friendship and a well‑established caring relationship. Within the fellowship of the church we should be building such relationships.

PLANNING SKILLS

Boards and Committees work more efficiently and effectively if they take advantage of the planning skills available to them. Good planning does not mean following a "laid‑on" blueprint or pattern slavishly: it does mean being flexible, willing to change details of your plan as the experience of the group makes it necessary. Certain questions can be asked about the planning process which will be helpful in proceeding.

• Is the assigned task, or the projected undertaking, within the competence of the group?

• Are the goals set for the group realistic?

• Is all the necessary information needed for decision‑making available to the group?

• Is the time allowed adequate for full consideration?

• Are the various stages of the plan clearly understood by all members?

• Are the procedures for carrying it out adequate?

• Will there be some method of checking the results of the plan to determine its effectiveness?

ADMINISTRATIVE SKILLS

These are not simply the responsibility of the chairman or the executive. Every member of a Board or Committee can contribute to the effectiveness of the group by assuring that the conduct of business is carried on with due regard for good procedures. Committee work has been caricatured as a process in which minutes are taken and hours are wasted. This will not happen if members deal with the business immediately before them, refrain from irrelevancies, observe the accepted rules of debate and show respect for each other and for the chair. Reference of contentious issues, on which full information is not immediately available, to ad hoc Committees for further consideration and recommendations, can save both time and tempers in Board meetings.

COMMUNICATION SKILLS

To be able to communicate effectively means that we are able to share our views or ideas with such clarity that our listeners actually understand us to mean what we intend by our words. So often we say, and mean, one thing and our listeners hear and understand us saying something else. How often do we have to say, in the course of a discussion, "That's not what I meant!" If this happens frequently, it is a sign that our communication skills are poor and need improvement. It may also be a sign that others' listening skills are poor. In either case, communication is faulty and needs attention. Good communication is aided if, before responding to a statement or a position stated by another, we check with that person to make sure we have accurately understood his or her position. The use of simple language, even to express big ideas, is a great aid to good communication.

Many of these skills are already possessed by church members. They can be improved or acquired by sharing in some of the leadership development courses offered at the lay training Centres of the Church, or by local courses using the Conference staff persons or others with special leadership skills.

A BOARD OR COMMITIEE FUNCTIONS WELL WHEN IT KEEPS IN BALANCE ITS

TASK NEEDS

MAINTENANCE NEEDS

INDIVIDUAL MEMBERS' NEEDS

TASK NEEDS

Every group has some task, or tasks, to perform. Whether it is a task chosen by the group, or given to it, it becomes the business of the group to get on with it.

To do so requires the following:

a clear understanding of the purpose or objective;

information or facts needed to understand the task;

procedures by which to get the job done;

clearly understood and accepted assignments to members;

sufficient time for the performance of assigned responsibilities;

some method(s) for checking performance against objectives.

MAINTENANCE NEEDS

Any group activity requires that the group operate as a cohesive functioning group. If the group splits up, or fractures, it becomes ineffective. A Committee that is riddled with cliques finds it very difficult to work constructively. So group maintenance needs are important. Some of these are:

morale, a common conviction among members of the worthwhileness of what they are going;

cohesion, where members work interdependently, each making his/her own contribution willingly and helping others to do the same;

atmosphere, friendliness and acceptance within the group, freedom to express feelings as well as ideas, to differ without rancour;

standards, the written or unwritten code by which the group operates;

communication, a commonly understood language, good listening.

INDIVIDUAL NEEDS

Each person brings to every group situation their own past history, what they are and what they desire. The individual has his or her unique needs in every group situation and generally tries to have those needs met somehow. Some needs are:

‑ to be accepted by the group;

‑ to feel that others are listening with interest;

‑ to feel one's contribution is valued;

‑ to be physically comfortable;

‑ to have enough time for consideration of the issue.

Generally Committees or Boards tend to pay most attention to the task at hand and to neglect the other levels of need, and then wonder why it takes so long to reach a decision, or to get the job done. If one thinks of a tricycle with the front wheel representing the task needs of the group, the one that gives drive and purpose to the group, and the other two wheels representing the other levels of need; then it can be seen that all three wheels must be cared for if forward progress is to be made. Neglect any one of them and the group can go round in circles, with no sense of achievement.

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101 6th Street SE Medicine Hat, AB T1A 1G7
Phone: 403-526-5247 Fax: 403-526-5983

Email: westminsteruc@gmail.com