For the past several months, a team of leaders has been discerning a new way forward for our congregation, as outlined in our congregational vision. This new approach to our organizational structures will help us use our gifts and our resources more wisely and efficiently as we seek to do God’s work in this time and in this place.
This proposal is very much a work in progress, and the bylaw revision team would be happy to hear your feedback. Send your comments to email@example.com.
The Leadership Team will have 13 members:
The team leaders of each of the vision-keeping teams:
The team leaders of each of the resource-keeping teams:
Stewardship and Finance
Personnel and Leadership
Vice-chair (or chair-elect)
Chair of the Elders
Each of the above leaders is elected by the congregation. In addition, the congregation will elect the following:
2 Trustees (in addition to the chair, for 3 total)
3 Financial Secretaries
11 Elders (in addition to the chair, for 12 total)
Each Vision and Resource Team would be responsible for guiding the work of the congregation toward that area of the vision.
Each team would have a 3-5 member steering team to make decisions and guide the work. Under each of those could be as many teams as needed for short-term, long-term, or one-time projects.
Leadership Team would meet no less than 8 times a year. The agenda would be:
– big picture questions of where our ministry is headed
– collaboration between vision team leads, with input from rest of leadership team
– administrative needs
– review of finances and budget
Quarterly, the Leadership Team meeting would also include everyone on the ministry teams for vision alignment, long-term planning, leadership development, etc. This would be a longer meeting with a meal, scheduled at a regular time each quarter (e.g. the third Sunday January, April, July, October). There would be time to meet all together, and time for teams to meet on their own. Ideally, the vision teams would not need to meet in addition to these quarterly meetings.
Legacy Fund stewards (3) — to be overseen by the Trustees
Pastoral Relations Committee (4-6) — to be overseen by the Personnel and Leadership Team
Key changes from the existing structure:
· Consolidates the work of the Cabinet and the Board into one governing body.
· Reduces the number of regular monthly meetings for leaders.
· Reduces the number of elected and appointed positions from 71 to 53.
· Reduces the number of elders from 15 to 12.
· Encourages smaller ministry teams that offer more opportunities for one-time and short-term service.
· Provides built-in leadership development through quarterly all-team meetings.
· Combines the work of the Stewardship Team and the Finance Committee into one team (caring for our financial resources).
· Combines the work of the Personnel Committee and the Nominating Committee into one team (caring for our people resources).
· Provides flexibility and allows us to be open to new opportunities while maintaining structures that hold us accountable to each other and to the congregation.
Tentative timeline for transition:
March and early April: education and feedback from the congregation; bylaw revision team works to rewrite bylaws
Late April: new bylaw proposal to the board for approval
May: congregational meeting (with proper notice) to approve changes to bylaws
Summer: transition leaders to new roles