New Charge Development Review Process for New Charge Congregations Contents Page Appendices page Principle Process Pointers for Review Roots and Fruits The Wider Context A Word of Caution Point of Decision 1 1-2 3 3-4 4 4-5 5-6 Self-Evaluation Sheet Toolbox of Questions Life Cycle of a Congregation Benchmark Expectations at Each Stage Template for Reports 7 8-11 12 13 14 1. Principle The Committee on New Charge Development is committed to offering a process of review of every new charge as an opportunity: 1.1 to affirm the emerging congregation in its life and witness; 1.2 to assess the appropriateness of the theology, spirituality, strategy, structure and style of the congregation’s life; 1.3 to focus strategic directions for the next phase of development; 1.4 to facilitate dissemination of good practice. 2. Process 2.1 Strategic reviews will normally be at 4 ½ and 9 ½ years, with interim reviews at years 3 and 8. 2.2 The New Developments Administrator (NDA) will issue annually an updated timetable of reviews to all charges, commissions and reviewers. 2.3 The reviews will be conducted over a weekend by a team of four people: two trained reviewers appointed by the NCD Committee; a minister from another NCD; and a presbytery representative nominated in time to be properly briefed for the role. The NDA will be responsible for setting up these teams. 2.4 Six months before a review, the minister of the charge will be invited to undertake a confidential personal ministerial review with a reviewer appointed by the Board of Ministry. This will allow the minister space for in-depth reflection of him/herself apart from the church, and clarify issues which he/she may wish to raise with the NCD review team. 2.5 The NDA will give advance notification to the charge including: 2.5.1 An official letter at least 12 weeks in advance to the minister and the convener of the new charge commission confirming with them the review date and outlining the process for the weekend. 2.5.2 A standard self-evaluation form and fact-sheet (Appendix 1), issued with the letter, to be returned no later than 6 weeks before the review. 2.5.3 A brief background note, explaining the areas of expertise of the members of the review team by way of introduction. 2.6 Preparation for the review team will include: 2.6.1 The NDA sending a copy of the completed self-evaluation form/fact sheet, current accounts, commission report/minutes for the past year and previous review reports no later than 5 weeks before the Review; 2.6.2 The convener of the review team arranging a preparatory meeting in the month before the review; 2.6.3 The convener confirming arrangements by letter to the minister and convener of the commission no later than 2 weeks before the review. 2.7 The review will include meetings with the minister and staff team, the leadership/core team, the new charge commission, attenders/members of the congregation and, as far as possible, people from the wider community e.g. schools, community groups, community councils, local press contacts. 2.8 The review team will attend worship and arrange time on the Sunday afternoon to agree on the key issues arising from the review. The convenor will prepare a formal statement of these issues and e-mail them to the review team members for approval before transmitting them to the minister and staff team. 2.9 The approach will be as a “critical friend”, building and winning confidence through small group discussion and open questioning. The aim will be to establish a relationship which is a partnership of trust, while recognising that, in extreme situations, the review team may have to make tough recommendations about the future of the charge to the NCD committee 2.10 The draft report (see template in Appendix 5) will be prepared by the review team and circulated to the minister and the convener of the commission for comment. This report is confidential to the minister, core group and the new charge commission. 2.11 The final report will be presented to the NCD Committee in the presence of the ministry team and a representative of the reviewers, preferably the convenor 2.12 In the case of difficult issues being raised or challenged, the convener of NCD will have the discretion to invite relevant parties to meet first with the executive of NCD. 2.13 The NCD committee will have the authority to confirm or amend the recommendations of the review team. When the areas for the next stage of the strategy have been agreed, the MDF will be responsible for working with the congregation towards their fulfilment, where appropriate. The commission will be informed of the NCD committee’s response to the review and invited to report on progress twelve months on from date of the review. 2.14 The ministry team and others involved in the review will be given the opportunity of completing an evaluation form which will be forwarded to the New Developments Facilitator 3. Pointers for Review In one sense, the review can only take a snapshot of one weekend in the evolving life of the congregation. However, the review will aim to look beneath the surface to the underlying theology and values which underpin the ministry of the congregation, and to take account of the history and local factors which apply to the situation. The review explores both “Roots” and “Fruits” as defined in Section 4 below. Most of the facts will be available from the self-evaluation form and will be the basis of further questions in the review. The main themes can be further explored by drawing on the suggested ‘toolbox’ of questions (Appendix 2), adapted as required to the local situation. The focus of reviews will, of course, change at each stage in a charge’s history (3, 5, 8 or10 years) and benchmark expectations for each stage are detailed in the grid which is Appendix 4. This suggests where the focus might lie at each stage, allowing for the fact that each new charge is very different. 4. Roots and Fruits The following grid lists five Roots, each with an examplar of the type of Fruit that might develop from that Root. The ‘toolbox’ of questions appropriate to each of the Roots/Fruits can be found in Appendix 2. For each Root, the questions are arranged in three clusters: * Areas for assessment * Checking out the Facts * Listening and Learning Roots Fruits 1. Theology/Mission Design 1. Inspiring and Nourishing Worship 2. Discipleship and Leadership Development 2. Visionary Faith and Spirituality 3. Effective Leadership 3. Community Caring for itself and others 4. Structures geared for Growth 4. Relevant Evangelism 5. Administrative structures 5. Financial Strategy A brief expansion of what is meant by each of the five Roots follows. 4.1 Theology and Mission Design Our view of God shapes our view of the world and shapes our understanding of the church. The church will bear the image of the God we believe in. The congregation’s “theology” will be seen more in their unfolding story than in formal statements of belief. The Review will listen to the story of the congregation and discern how far it reflects the ministry of Jesus Christ and what he is calling them to become. The Church emerges out of the discipline of “double listening” – to God’s word and to God’s world, in particular that part of God’s world where the congregation is placed at this time in our cultural history. How well has the congregation read the cultural signposts and worked through the conversation of Gospel and culture? This will shape the congregation in mission, patterns of worship and their life together. 4.2 Discipleship and Leadership Development Without discipleship today there will be no leadership tomorrow. The depth of commitment to nurturing disciples of Jesus Christ will bear the fruit of strong leadership for the future. NCDs are intentional disciple communities building leaders who can discern what God is doing and share in Christ’s mission of grace and truth. 4.3 Effective Leadership Leaders influence us “by the light they shed or the shadow they cast.” Effective Christian leadership is about influencing others to follow Jesus Christ. We lead by example and need to be accountable for the way we live. We influence through relationships and will be builders of a caring community. We lead by seeing the way ahead and being able to show that clearly enough for others to be able to follow. It takes a community of leaders to build a community of God’s people. 4.4 Structures Geared for Growth The book of Acts is a story of the church reshaping itself to address the needs and injustices of people new to the Kingdom. The structures were shaped to the people, rather than people to the structures. In these formative stages of NCD the structures must be flexible and adaptable to allow new people to find a place in the church, to respond to the challenges of the community and to give space to the gifts that emerge. Missionaries write of the “choke law” when the care and administration for the “insiders” draw energy and attention from the frontiers of mission and evangelism. If the evangelistic focus is not sustained with determination, it can be lost within six months! 4.5 Administration and Finance Good administration is good pastoral care. People feel secure when things are well organised. Leaders see that the right things are done. Managers see that things are done right. Administrators see that things are done! Financial viability is a long-term goal. In the early stages of NCD the hope is to relieve ministers of financial concerns, but through the Commission a financial strategy is needed to work towards viability. The NCD will not thrive if it develops a culture of over-dependence on the central institution. Financial accounts are a revealing statement about theological and strategic priorities. Sound book-keeping and accounting is essential if charitable status is to be preserved. 5. The Wider Context The new charge operates within a wide environment of church life where Presbytery and General Assembly policies may affect the future development of the charge. It will be important to widen the discussion with the commission and the core team to include these themes: e.g. * How does the current Presbytery plan for the area affect the charge? * How have recent policies of the General Assembly affected the life of the charge? * What are the possibilities of ecumenical co-operation? 6. A Word of Caution There is a fine judgement on the part of the review team between feeling the tone and trends of the church’s development and being firm about the facts of the matter. This is a reality check for everyone, but it must not create unrealistic expectations. One church may have 12 people in leadership after five years and another may have worked in depth with 6 people. The outcome will be in a longer term. One church in a new area may very quickly gather 50 people for public worship; while another has to work long and slow to achieve that number as a committed missional community. One church may have the funds to pay part of the minister’s costs, but sees the need to use those funds for a youth worker or an administrator. The finances are being used secure a wider base of ministry. The advantage of the interim Reviews at 3 and 8 years is that these allow space for the NCD to agree with the reviewers on appropriate targets for the 5 and 10 year Review based on the trends and possibilities that are sustainable in the situation. 7. Point of Decision One purpose of the review is to ensure an honest appraisal of the situation. In most cases it is assumed that the outcome will be positive with clear goals being set for the next phase of the church’s life. However, the five year review does carry with it the serious possibility of assessing that a congregation is not likely to flourish under current conditions. The assessment may be that the model is inappropriate, the ministry mix has not been the right match (individual or team) or that the NCD strategy has been inappropriate. In all cases, account will be taken of the size of the congregation as appropriate for the area of mission in which is operates. In these circumstances, the reviewers may recommend: 3.5 An extension of 18 months before undertaking the review at all in the light of extenuating circumstances e.g. prolonged illness. 3.6 An alternative model be explored with a 3 year extension with the present minister on reviewable tenure. 3.7 An alternative model be explored with a new minister on a 5 year reviewable tenure. 3.8 The current model be continued with a new minister on reviewable tenure. 3.9 The NCD be discontinued and the case referred to Parish Appraisal and Presbytery to consider other options. Such recommendations are serious. The reasons for making such an assessment may cover a number of areas which when taken together militate against fruitful development e.g. * no clear theological or strategic rationale * minimal response from the community to the chosen approach * little or no training in discipleship or leadership development * poor relationships or motivation among the leadership * poor communication * ineffective administration * lack of financial commitment. If such an assessment is made, then the NCD Committee has a duty of care to the congregation and the minister or staff team to explain the reasons for the decision and to manage the process to the next stage with particular sensitivity. Key to this process will be an approach that avoids a culture of confrontation. If the reviews have been carried out with transparency then the aim should be a mutual acceptance by all parties of the chosen route. In all cases, the Committee decision must be based on clear evidence, so that, if a charge challenges the decision when it is referred to Parish Appraisal, then there is a clear case to support the decision. NCD is one area where people are given freedom to experiment and “fail” in the confidence that no experience is wasted in the economy of God’s grace. There is no final failure in the Kingdom of God. We will review the situation, learn together, trust God and move on as wiser people. Appendix 1: Self-Evaluation and Fact Sheet (to be completed by the Minister/Ministry Team in consultation with others as appropriate) Name of Congregation……………………………………………………. In order to help the Local Leadership and the Review Team to share a useful time together, please paint a picture of the life of the church, by answering briefly these questions and factual responses. Each question needs only a paragraph or a few bullet points as starters. Please send your responses to The New Developments Administrator by …………………………………… Focus What is the one vital issue which you would like to discuss with the Review Team? The Local Story 1. Sketch a brief history of the church to date. 2. What key Biblical/theological themes shape the life of the church? 3. Give a thumbnail sketch of the character of the community. Highlight significant changes in the past five years and anticipated changes for the next five years? 4. What led to the minister’s calling to New Charge ministry? How is that calling nurtured? 5. Name three books that have influenced the ministry. 6. Identify the five main strategic thrusts of past three/five years. 7. What have been the greatest encouragements? 8. What have been the points of struggle or frustration? 9. What are the questions that you live with arising from ministry in this place? 10. What are the areas of opportunity or challenge facing the church? 11. What excites you about the church? What is your dream for the church? 12. What are the views of people in the community? (Please arrange for a sample.) 13. What issues would you want to raise for discussion with the review team? Facts and Figures 1. Community Population and significant demographics (relevant information from “Statistics for Mission” would be useful). Comments from people in the community about the church’s role. . How many are in touch through community contacts? 2. Congregation How many in various groups e.g. Alpha, Café, Youth Club? How many through growth groups in 3/5 years? How many worshipping regularly over a month? How many have come to faith in past 3/5 years? Age profile in 10 year bands. 3. Leadership How many in leadership team/core team? List the current roles of paid staff/ leadership team. Copies of recent minutes of Core Group (if such exist) 4. Finance Enclose the most recent audited accounts and current budget. Organisational chart of the administrative structure (where appropriate) APPENDIX 2: TOOLBOX OF QUESTIONS RELATING TO ROOTS AND FRUITS 5.1 Theology and Mission Design Areas for Assessment * Clarity and relevance of the theological basis as articulated by key leadership. * Clarity and relevance of the mission strategy. * Appropriateness of congregational identity for the context e.g. as expressed in worship style(s), fellowship structure, mission activity. Checking Out the Facts * Parish population and demographic profile. * Congregation as a profile in relation to the age and social groupings of the community. * How many attend worship at least monthly? * How many are associated with other activities? * What would be a reasonable projection for the next three years? * What facilities are available or planned? Listening and Learning * Listen to the story of the church’s beginnings and development. Ask members to prepare a time line with their celebrations above the line and struggles beneath the line. What kind of God does this reflect? * Find out what Biblical stories/passages have been important to them as a congregation. Ask the minister what guiding passages have shaped his/her understanding of ministry, and what passages have been the focus of teaching/study with the congregation. * Ask for a tour of the community. How are the missionary opportunities and challenges being addressed? What are the indicators of being known, recognised and valued in the community? e.g. press notices, community support, recognition in the street. * What factors have shaped the style(s) of worship? * Ask people what three words would best describe their life together as a congregation. 5.2 Discipleship and Leadership Development Areas for Assessment * People coming to faith and growing in commitment. * Leaders being mentored from within the emerging church. * Secure foundations being laid for future expansion. Checking out the Facts * How many people have been through the discipleship courses? * How many people are currently in leadership roles? * What proportion of the congregation has been involved in the growth opportunities? Listening and Learning * Ask members how they came to be part of this church and their journey of faith. * What stepping stones are available for tentative seekers to become committed disciples of Christ? e.g. Alpha, Emmaus, Essence courses? * How is space created for the person who wants to linger on the edge? * How have leaders been identified, appointed and resourced for their roles? * Where do leaders find inspiration and opportunity for continuing development? (e.g. conferences, books, websites, training courses) * How is prayer practised and encouraged individually and as a congregation? * How far does this pattern of church support the people to be “salt and light” in daily life e.g. family, work, leisure, community involvement ? 5.3 Effective Leadership Areas for Assessment * Leadership who share a common vision for the charge. * Leadership who display the servant ministry of enabling rather than controlling. * Effective communication strategy within and outwith the worshipping community. * Links between the Commission and Leadership Team/Core Team * Minister’s health, continuing enthusiasm/energy for the task, rapport with the church and community. * Staffing needs for the next phase of development. Checking the Facts * Look at the diagram and diagnosis of the life cycle of a congregation in Appendix. * Where is this congregation on that life cycle? * What are the issues of transition from one stage to the next? * What are the roles of the current staff members? * Who are the current members of the Commission? Listening and Learning * Ask the leadership group for their vision for the church and 3 current priorities. * How has the Leadership Team/Core Group been formed? * What role does each person fulfil? What training has been given for the role? * Ask about the pattern and frequency of meetings. * How do the leaders equip others for their ministries - in the congregation, in the community or in daily life? * Flexible leadership means a “gift for a task for a time”. How does the Leadership Team/Core team review their roles and effectiveness? * What new gifts/skills will be required for future growth? * How is two-way communication sustained between leaders and congregation? * How does staffing affect the development of the charge? * How does the Commission support the work of the NCD? What is the relationship between the Commission and the Leadership Team/Core Group? With the Minister in private: * What have been your greatest encouragements? And your greatest frustrations? * Where do you find your support – practical, emotional, spiritual? * How do you manage your time e.g. family time, study time, holiday time? * How do you see the future of the charge? How do you see your role in that future? * What are your main causes of concern or stress? * What one thing, if you could change it, would make the greatest difference to your ministry ? 5.4 Structures Geared for Growth Areas for Assessment * Level of engagement with the community. * Public perception of church by the community. * Match or mismatch of profiles of congregation and community. * Evidence of people coming to faith in Christ. * Engagement with the missing generations. * Breadth of vision and partnerships. * Facilities available or planned. Checking the Facts * Ask to meet with people in the community who would give an outsider’s view. * Look at the “perception check” in the self evaluation form. * How many young people are in touch through community contacts e.g. schools? * What is the age profile of the congregation? Which ages are most at home here? * How many people have come to faith in the past three years? * How many children are associated with the congregation? * How many young people/young adults are associated with the congregation? Listening and Learning * What contacts do you have with community groups and organisations? How are these contacts sustained and nurtured? * What are the opportunities for people to explore the Gospel? * How are people’s gifts and skills identified and matched to tasks? * What are the ministries among children and young people? * How are children and young people involved in the whole life of the congregation? * What groups in the community are beyond the current range of contacts? How might they be encouraged to be associated with the life and activities of the church? What strategies would help them towards becoming fully committed disciples of Jesus Christ? * How far does the concern to seek social justice shape the agenda of the church? * What partnerships in mission do you have in the area, or beyond – at home or overseas ? 5.5 Administrative Structures Areas for Assessment * Competence of the administrative structure. * Confidence in the financial strategy and management. Checking the Facts * What is the current income and expenditure? What is the budget for the next 12 months? * What procedures are in place for book-keeping, budgeting and financial monitoring? Are the accounts in a proper form? * What is the congregational contribution to the minister’s stipend? To other staff costs? * What is the financial strategy for the next three years? * When would the congregation see themselves as being financially viable? * Ask for an organisational chart (where appropriate) of the congregation’s administration to express lines of authority and accountability. Listening and Learning * Talk with the administrator/secretary (where applicable) about how things are done or might be done better. * Where there is no administrator/secretary, how is the minister supported in the basic administrative tasks of servicing mail, diaries, minutes, communication etc? * Ask if the office equipment is adequate for the current stage of development. * What issues of concern are there related to the building or its maintenance? How are these handled locally? * What issues of concern are there related to the support from the NCD Committee? * Talk with the Treasurer about the current financial situation and projections. * What priorities are reflected in the financial accounts? * How is the congregation trained in good stewardship? * What funding partnerships have been formed to support the mission of the church ? Appendix 3: Life Cycle of a Congregation Martin F Saarinen, Alban Institute, 1996 Four basic factors help to determine the life and character of a congregation each life stage: E = Energy Includes vision and hope, excitement and enthusiasm, with the power to make things happen. It predominates early in the development of a congregation. May be likened to the spirituality in John’s Gospel. P = Programme Includes services as well as programmes in response to the needs of its own congregation, its environment, or guidance or mandates from higher governing authorities. Worship and music, education, witnessing, concrete things which may be to the tone of Mark’s Gospel. Often external, physical things. A = Administrative Factor Envisioning, planning, managing the church’s life. Primarily a function of the mind. Takes the form of mission statements, goals, budgets and planning. Exemplified by Matthew’s Gospel. I = Inclusion Factor Relates to individuals and groups within and outside the congregation. Involves assimilation of members, using their gifts, sharing power and authority. Spirituality characterised by warmth and feeling, like Luke’s Gospel. APPENDIX 4 : BENCHMARK EXPECTATIONS AT THE FOUR REVIEW STAGES Stages Expectations 3 years Clarity of values and vision, community contacts, opportunities for evangelism and nurture, emerging leadership, public worship, basic administration/ bookkeeping, financial planning. 5 years Values, vision and strategy, community awareness, signs of people coming to faith, faith for everyday life, leadership team, established patterns of worship, administrative structure, financial strategy for next five years, facilities, relationship to the wider church. 8 years Wide ownership and development of values and vision, place in community life, measurable growth in people coming to faith, nurture and pastoral strategy, life-focussed faith, creative leadership patterns to diversify ministries and to cope with transition, diversity of worship, clear goals for financial viability, relationship to the wider church. 10 years In addition to the issues at 8 year, a timeline towards full status and plans for future growth/church planting. Appendix 5: Template for Reviews A. Reference Information 1. Charge and Ministry Team 2. Review Team 3. Timetable B. Background Information 1. Brief historical background 2. Significant Local Factors C. Executive Summary Summarise key conclusions in 100 words. D. Conclusions 1. Reflect on how the congregation expresses its declared theology/core values/vision. 2. Relate conclusions to the agreed areas of assessment (“roots and fruits”). D. Recommendations 1. For the Core Team/Congregational Life 2. For the Ministry Team 3. For the Commission 4. For the Committee E. Report and Evaluative Comment on Conversations with…… 1. Leadership/Core Team 2. Commission 3. Staff Team 4. Congregational Groups and individuals 5. Community Groups and individuals Appendices 1. The response to the Self-Evaluation Form and Fact Sheet 2. The current audited accounts 1