Governance, Finances and Staff

Good Governance = Good Ministry

Many of our larger congregations (550+) have adopted a form of Policy-based governance, as first articulated by John and Miriam Carver. When first introduced, questions were raised about how this style of governance was compatible with congregational polity and our commitment to the democratic process. Congregants were worried that adopting such a process would remove their right to make the most important decisions about their own congregation.

I’ve worked with four large congregations, all of whom currently practice policy-based governance. I’ve also worked congregations who believe that the work of the board is to manage the institution

The Interim Minister and Finances

A well-intentioned, but unhelpful belief is that the minister should be protected from knowing the financial affairs of the congregation, and focus primarily on preaching, teaching and pastoral care. While it’s true that many ministers are not trained to be accountants or bookkeepers, it is our responsibility, especially when functioning as head of staff, or as chief executive officer, to be held accountable for the overall financial health of the institution. I would expect to work closely with the financial manager, treasurer, bookkeeper and/or Business Administrator to be informed about the budget and provide input and opinions about the budget needs for the upcoming year.

I would expect to be knowledgeable about the congregation’s endowment and be involved in fundraising, stewardship and building; as well as cultivating gifts and donations to the congregation on a regular and on-going basis. I would expect to review policies around spending and make recommendations to the Board for any new policies required to ensure the health and vitality of the institution. I do this not only because I see it as part of a minister’s job, but because finances are inextricably linked to what we value. I believe people value their congregations and the benefits they receive from them highly. It’s my job to help them to make the connection between their values and how well and how often they support the institution they care about.

This section is being updated. Stay tuned!

Working w/ Colleagues

In the last four Interims (Fox Valley, Annapolis, All Souls, Unity Church-Unitarian) I have been hired as the Senior Interim Minister. In all three congregations I have worked closely with colleagues.

At Unity Church Unitarian, I supervised the Minister of Congregational Care and was a member of a three-person Executive Team, consisting of the Executive Director, the Director of Faith Formation and the Interim Senior MInister.

At All Souls in DC, I was a member of the Executive Team, consisting of the Executive Director and the Interim Senior Minister. We both reported directly to the Board, speaking with one voice as the Executive Team. I also supervised two colleages; the Minister of Social Justice and the Minister of Congregational Care. “Supervised” is technically true; but our relationship was one of collaboration and colleagiality.

At the UU Church of Annapolis, I began as the Interim Senior who supervised the Associate Minister, Rev. John Crestwell. Within a year into that ministry, it became clear to both Rev. Crestwell and to me that we should work as co-equal colleagues. This model became the inspiration afor UUCA to call a colleague of equal standing to work with Rev. Crestwell as part of a ministerial team.

At Fox Valley UU Fellowship in Appleton, WI, I was hired to serve the more traditional role of Senior Minister, working with Rev. Leah Ongiri (nee Hart-Landsberg), and the Finance Director.

Working with Staff

There’s an adage about how the church is managed: that the people “run” the church; and the ministers “do” the ministry. It’s another one of those well-intentioned beliefs–that if the lay members run the day to day operations of the church, this would naturally free up the minister to do more traditional ministerial roles.

However, what I’ve discovered is that good administration helps create good ministry. The person most likely to have a daily presence in the office and interacting with staff is a minister. The minister, working in collaboration with a team of dedicated and professional staff, (which can include both employees and volunteers) can help to make the church run efficiently and well. An efficient and well-run church provides both stability and builds trust among its members and stakeholders. The minister is often called upon to help resolve conflict, to interpret policies and procedures and to ensure that those policies and procedures are being followed.

Your Staff is part of the Transition Too!

This may be stating the obvious, but sometimes congregations are so focused on congregational life that they may not fully known how this transition affects staff. The care and feeding of church staff is an important task for the interim time. One of the first things I do when I enter a new church system is to meet individually with each staff member, review their job descriptions, discuss their goals for the year, and discuss what they need to feel good about their work.

I am comfortable serving as head of staff, however, I have also experienced the supervison of staff being handled capably by an Executive or Administrative Director.

Relationship w/ Previous Minister

All four of my interim placements followed the ministry of long-term and beloved ministers; Revs. Rob and Janne Eller-Isaacs (Unity Church-Unitarian); Rev. Rob Hardies (All Souls, Washington DC) Rev. Rev. Fred Muir (UUCA, Annapolis, MD.) and Rev. Roger Bertchausen (FVUUF, Appleton, WI) Their departures were marked with both sadness at the loss of their minister; and joy as they moved into another chapter of their lives. Former ministers of a congregation and the interims generally meet to discuss their departure and any unfinished business that the interim should know about. In each congregation, I brought a different personality, style and perspective than the previous ministers, while at the same time, honoring their legacy and the important traditions of the congregation.

Generally, the former minister agrees to refrain from regular contact with members of the congregation or staff and will notify the interim minister of requests for rites of passage. This allows for both the minister and the congregation to let go of one another, to allow a new ministry to emerge. As a former minister of a settled congregation, I know how hard it is to leave a congregation you’ve known, loved and served for many years. As an interim minister, I also know how important that break is for both the minister and congregation. When ministers build a relationship around a covenant and mutual trust, everyone benefits. One of my first actions as your interim would be to establish a covenant with your former minister or ministers.