Draft Sept 29/16 Amalgamation Proposal for the Peninsula...

Amalgamation Proposal for the Peninsula United Churches (Oct. 20 2016) Summary: p 1-2; Detailed Proposal: p 3-12

We imagine a vibrant United Church community on the Peninsula, alive as followers of Jesus, responsive to the neighbours immediately around us and to the global search for peace and justice. This proposal is not just about the survival of an institution; it is about consolidating our resources, time, and energy so that we can be more faithful in living out our sense of God’s call in our time and in our context. The proposal that follows begins with an overview of five areas, and then gives more detail both in background and in how a particular part of the proposal would be implemented.

A. Purpose We are called to follow the way of Jesus, open ourselves to the Spirit, and make known God's transforming love. Existing Mission Priorities We recognize that each of the originating congregations has its own history of how it lives out this purpose. We bring these mission priorities into the new community of faith, knowing that other priorities may emerge:

Membership care: worship, Christian formation, and pastoral care to our current congregations.

Community: Community dinners, the Extreme Weather Emergency Shelter, Healing Touch and Reiki serving people who live in and near downtown White Rock; the Hub at Oak Avenue; First United, Vancouver; Sources (Food Bank); Peninsula Homeless to Housing Coalition.

Global: the relationship with Tierra Nueva, El Salvador; Habitat for Humanity; our commitment to living the United Church apology to First Nations and ongoing reconciliation; the Affirming ministries process.

Emerging: ThirdSpace outreach ministry. B. Governance: There will be one governing body, to give leadership and ensure that we stay true to our purpose and mission priorities, according to United Church polity. 2-Step Process: Provisional Council and a New Governance Model

A Provisional Council, based on the current Church Council model used by the three congregations, will be created and in place on the date of amalgamation.

The Provisional Council will be in place for at least 12 months, with the ongoing governance model to be determined within 24 months.

Members of the Provisional Council shall be drawn from each of the three originating congregations, but they are not delegates of these former congregations; they represent all members of the new, amalgamated community of faith.

C. Worship During the time that the redevelopment on the First/White Rock site is under construction, we will use the Crescent site and the Sunnyside site as well as a rented ThirdSpace location. In this stage in the life of the amalgamated community of faith, our worship life will include:

One Sunday morning worship, in a familiar style, at the Crescent site.

A mid-week service at the Sunnyside site, also a familiar style.

On Sunday afternoon or evening an alternative form of worship. Location would be either Sunnyside site or the ThirdSpace site.

D. Staffing (a) MINISTRY STAFF: For the first year of the new ministry (July 1, 2017-June 30, 2018) no

substantial changes be made to our ministry team other than the expected conclusion of the interim ministry at Sunnyside.

The Reverends Louise Cummings, Bruce McAndless-Davis, and Janice Young would be offered one-year appointments. An open search for ministry staff, based on the first year’s assessment of mission priorities, would take place in time for July 1, 2018.

(b) MUSIC: A position of Music Director would be created for 14 hours/week (average) and Denice Grant would be offered the position. There would also be $6500 annually to pay honouraria for additional musicians.

(c) ADMINISTRATIVE POSITIONS: 1. One Full-time Equivalent Office Administrator, including responsibility for

Website/Social Media 2. One part time book-keeper 3. Custodial Staff: continue with the current cleaner at the 24th Ave. site; a separate,

workable arrangement for the Crescent site. Needs at the new ThirdSpace storefront location are unclear at this time.

4. Property Manager/Building Hosts: The person in this position would be responsible for maintenance of both the sites of 24th Ave. and Crescent. Would this position continue to be volunteer?

E. Buildings During the time that the redevelopment on the First/White Rock site is under construction, we will use the Crescent site and the Sunnyside site as well as a rented ThirdSpace location. Decisions about the best use of the buildings and properties will be prayerfully and carefully decided by the new community of faith and our elected Council, informed by our purpose and mission priorities. There is no urgency to sell any of the buildings, given the financial resources that are on hand in our investments.

F. Finance The consolidated budgets for July-December 2017, and for January -December 2018 are based on the assumption that household givings will remain the same, and that budgets will be balanced by drawing funds from investments. See the spread sheets in the detailed proposal for more detail.

Detailed amalgamation proposal:

A. Purpose We are called to follow the way of Jesus, open ourselves to the Spirit, and make known God's transforming love.

Background The team’s work follows from the belief that amalgamation should be driven by more than economies of scale and effort, and from the desire to ensure that whatever we do should be grounded in good theology. We think it is important to have a statement of common understanding to which all can subscribe and that will contribute to bringing us together. Where most of the discussion regarding a potential amalgamation has focused on the important questions of What and How, this team’s work comes from our belief that it is also important to ask Why.

“What fundamental business are we in?” and “Why is this church here?” That is our purpose – and we stick with it.

We define mission as the ways in which we live out our purpose. Based on Kirk Hadaway’s work (Behold I do A New Thing; Pilgrim Press) we’re choosing not to use the term vision. In this understanding, purpose does not change, whereas mission might. The mission of a community or organization involves setting priorities: given the needs around us; the resources of time, money, and energy available to us; and our own sense of interest or call; on what ministries shall we choose to focus? At another time, given different circumstances, we might choose other priorities. Whatever priorities we choose ought to be grounded in our understanding of our underlying purpose as much as in our ability to resource them. The development and articulation of mission will require another process with broader input from the new community.

Following on the work of Diana Butler Bass around believing and belonging, we discussed the question of the order of our priorities and our choice of language. If belonging is more important than (adhering to a set of beliefs) should our language (not be so) explicitly Christian, lest we turn off people who might want to belong even though they don’t yet believe? We decided that, while individuals within the community of faith may believe differently from one another, it is important that those who may seek to belong realise that, for this community of faith, our understanding of the incarnation of the Divine and the means by which that Divinity is experienced is best understood in explicitly Christian language.

Existing Mission Priorities We recognize that each of the originating congregations has its own history of how it lives out this purpose. Notwithstanding other mission priorities that may emerge from a new community of faith we acknowledge what already is:

Membership care: worship, Christian formation, and pastoral care to our current congregations.

Community: Community dinners, the Extreme Weather Emergency Shelter, Healing

Touch and Reiki serving people who live in and near downtown White Rock; the Hub at Oak Avenue; First United, Vancouver; Sources (Food Bank); Peninsula Homeless to Housing Coalition.

Global: the relationship with Tierra Nueva, El Salvador; Habitat for Humanity; our commitment to living the United Church apology to First Nations and ongoing reconciliation; the Affirming ministries process.

Emerging: ThirdSpace outreach ministry.

Amalgamation Working Principles The Councils of the constituting congregations approved 5 working principles that would inform the process leading toward a vote regarding amalgamation. They are that we:

1) seek to consolidate and free up our energy, gifts, resources, and people for effective Christian ministry;

2) nourish and deepen the faith of those of us who are already part of the United Church community, through our worship, education, and pastoral care;

3) find ways for next generations to connect with a living faith through the United Church; 4) continue to be and become a caring community that demonstrates Christian service

and concern for social justice locally and globally; 5) begin now with experiments in different ways of being church, in Worship, Governance,

and Programs.

These working principles, together with the articulation of our purpose and the existing mission priorities, support and inform our collective path into God’s future.

B. Governance Proposal: 2-Step Process: Provisional Council and a New Governance Model

A Provisional Council, based on the current Church Council model used by the three congregations, be created and in place on the date of amalgamation;

The Provisional Council should be in place for a minimum of 12 months. During this time, the amalgamated community of faith/Provisional Council will examine and discern an appropriate governance model for the future. This model will be in place within 24 months of the date of amalgamation;

Consideration should be given to developing a model of governance that

- embodies the church’s purpose

- promotes a culture of transformation

- facilitates the ability of individuals and groups in the community of faith to live out our purpose and mission

- supports the needs of team ministry

- support experimentation and growth

Council Members Represent the Whole Body

Members of the Provisional Council and any new Governance Model equally represent all members of the new, amalgamated community of faith. Members of the Provisional Council shall be drawn from each of the three originating congregations, but they are not delegates of these former congregations.

Background: All three congregations of the United Church of Canada on the Semiahmoo Peninsula currently use the Church Council Model outlined in the manual, “Models of Board Governance” published by the United Church of Canada (2010). All decision making processes and governance structures will comply with United Church of Canada polity.

Implementation: The Governance Working Team will develop a proposal for creating a Provisional Council and draft principles that should be considered in deciding on a New Governance Model.

Election of members to the Provisional Council, and the creation of a proposal that integrates existing policies, shall occur before the date of amalgamation;

A joint Nominations Committee will be created as soon as a motion to amalgamate is passed by the congregations, to select nominees for both the Provisional Council and the Board of Trustees.

Members of existing committees from the three congregations will be involved in integrating current policies;

No special transition period or transition team is recommended. The following table outlines a proposed membership of the Provisional Council recommended by the Governance Working Team:

Provisional Council Membership: As of July 1, 2017

# of members

Current Council Membership:

Crescent First Sunnyside

Executive:

Chair 1 X X X

Vice-Chair (Past/Chair Elect) 1 X X

Secretary 1 X X X

Treasurer 1 X X X

Convenors:

Christian Development 1 X X X

Communications 1 X X

Congregational Care 1 X X X

Finance & Property 1 X X X

Ministry & Personnel 1 X X X

Outreach 1 X X

UCW Representative 1 X X

Worship 1 X X X

Member(s)-At-Large 1 X X X

Presbytery Representative(s) 2 X X X

Board of Trustees Representative(s) 1 X X

TOTAL: 16

C. Worship Proposal: During the time that the redevelopment on the First/White Rock site is under construction, we will use the Crescent site and the Sunnyside site as well as a rented ThirdSpace location. In this stage in the life of the amalgamated community of faith, our worship life will include:

One Sunday morning worship, in a familiar style, at the Crescent site

A mid-week service at the Sunnyside site, also a familiar style. The mid-week service could be offered in the afternoon or evening depending on the need expressed by the worship community and the traffic flow in the parking lot.

On Sunday afternoon or evening an alternative form of worship. This would be co-ordinated with the ThirdSpace ministry offerings. Location would be either Sunnyside site or the ThirdSpace site.

Background: We began our discussion around a new worship model by asking ourselves a key question: what is the purpose of worship? We agreed that the purpose of worship is to experience the presence of God in community through reflection, singing, prayer, and sacraments/rituals. With this definition as our guiding principle we continued our discerning of a new worship model taking into account the following points:

a. Honour the familiar – offer traditional/typical Sunday morning worship and coffee time. Offering services at different times is also familiar.

b. Explore the new – devote sufficient time, resources, staff, and energy so that a community can form around alternative worship. ThirdSpace is an important part of this exploration.

c. Geography – ensure that there are opportunities for worship at both the west (Crescent) and the east (Sunnyside/First) of the community of faith. When considering the size of buildings needed we kept in mind that services could range from smaller,

more intimate experiences, to services with attendance of up to 270 people. There will be attention paid to facilitating transportation as needed.

d. Unity/Diversity

Be aware that unity happens in all of the life of a community of faith through service, outreach, and study, not just through one unified worship service.

allow for different sizes of gatherings by offering a number and variety of services.

Honour the hunger for the “new” in our congregations and beyond.

With a larger church community and possibilities for more than one worship service a week, it will be important to nurture a sense of belonging in the various groups and locations. Planning for several unifying events in a year will increase opportunities for feeling unified and “together.”

Implementation During the time leading up to a decision on amalgamation and until implementation of the decision, the congregations will worship together once a month on a Sunday morning.

From November 2016 we will experiment with alternative services, either at Sunnyside or ThirdSpace. The location and planning for these events will be co-ordinated with ThirdSpace ministry, keeping in mind the practicalities around timing of events at Sunnyside.

The music ministry will need adequate resources to support the range of services as they develop.

We need an intentional plan for supporting each other as we acknowledge the endings of the way things have been in each of our congregations, as we prepare to move into the new schedule and styles of worship.

D. Staffing 1) MINISTRY STAFF Proposal: We recommend that for the first year of the ministry (July 1, 2017-June 30, 2018) no substantial changes be made to our ministry team other than the expected conclusion of the interim ministry at Sunnyside.

That the Reverends Louise Cummings, Bruce McAndless-Davis, and Janice Young be offered one-year appointments; and that an open search for new ministry staff, based on the first year’s assessment of mission priorities, take place in time for July 1, 2018.

That the current team approach be maintained and that a consultant be available to the team to facilitate their functioning.

That new position descriptions be developed for the one-year appointments, in consultation with the current ministry personnel, while maintaining current roles and responsibilities as much as possible; and that the new governing body in general, and the Ministry and Personnel Committee in particular, work with the ministry staff to ensure the work that needs doing, gets done.

Background: Pastoral Considerations – All three communities are in the midst of transition. Transitions can be stressful and fatiguing. There will be enough new things to deal with such as the White Rock building is demolished, the so-far exploratory shared worship experiences, punctuated with everyone returning “home”, take on a new permanence; a new governance model is worked through. etc. It would be pastorally insensitive, and counter-productive to the amalgamation process, to ask people to also adjust to new ministry staff while this is going on. Continuity in at least this one area will be important. Missional Considerations – Assuming the decision to amalgamate passes, a primary task will be to turn our attention to mission. What is the ministry to which God is calling us? Decisions about mission should inform the creation of position descriptions. Organizational Considerations – The current team of clergy are now into their second year of working together and it is going well. Let’s not mess around with that during the first year of finding our feet. We think one year should be sufficient for the community to begin accustoming itself to the realities of amalgamation, and discern together mission priorities for the new community and what staffing model will support those priorities. That year will also give us time to arrive at a more informed understanding of our financial plan for hiring staff. Implementation: 1. The three Church Councils appoint a shared MPS (Ministry Profile and Search) team, which could be the current staffing working team or an elaboration thereof, to complete a simplified MPS for the new community of faith. In consultation with the four currently serving ministers, the MPS team would be responsible for collating the information from the recent MPS documents from the three originating congregations and the current Ministry position descriptions. These would be modified as needed to include transition and post-amalgamation work. Ministry staff strengths/interests/gifts need to be considered.

Kathy Davies (Conference Minister) would assist in preparing the report for a one-year re-appointment of the current ministry personnel from First and Crescent. 2. Include the MPS report and recommendations as part of the amalgamation proposal, to be voted on by the three constituent pastoral charges in February, 2017.

3. Appointment of a new MPS team in Fall 2017 by the governing body of the new community of faith. This team would be responsible for leading the community of faith through a process to discern the Ministry Profile and Ministry Personnel Position Descriptions, and make a recommendation to declare the number of vacancies for call or appointment (or other recommendations as per the MPS handbook) to be filled through an open search process for July 1, 2018. The ministers currently serving the community of faith would be eligible to apply for these positions. Once the Ministry Profile has been approved by the congregation and BC Conference, the MPS team is responsible to lead the Search process and bring final recommended candidate(s) and terms to the congregation for approval. 2) MUSIC STAFF Proposal: A position of Music Director will be created for 14 hours/week (average) and Denice Grant will be offered the position. Recognizing that there will be times when Denice will not be available, and that other musicians, paid and volunteer, add to the richness of worship, we recommend that a budget of $6,500 be allocated for musicians’ honouraria. Background: Since July 2014, Denice Grant has held the position of Music Director at Crescent United and has recently taken on a similar role at First United following the resignation of First’s previous musician. Kathleen Anderson, the present musician at Sunnyside United has indicated that she wants to retire at the end of June 2017. Implementation: A team including representatives from M&P and Worship, and a Ministry staff person will take the leadership for developing the job description and terms of employment for approval by the incoming Provisional Council. 3) ADMINISTRATIVE POSITIONS Proposal:

a. Office Administrator Combine all the duties currently performed by the people in these positions and some others as may be necessary in a new, larger organization. 30 hours/week.

b. Website/Social Media A new position responsible for maintaining the church website, Facebook page, etc. 10 hours/week. This may be in combination with the Office Administrator position.

c. Bookkeeper Combine all the duties currently performed by the people in these positions and some others as may be necessary in a new, larger organization. (i.e. same idea as the Office Administrator) probably 12 hours a week.

d. Custodial Staff We recommend the current cleaner at the 24th Ave. site be retained under the current terms and that a separate, workable arrangement be made for the Crescent site. The 2016 combined budget of approximately $10,000 should be the budget target. There will be an additional custodial need for the site of the store-front Third Space ministry and that there may be extra cost associated with this, but details are unknown.

e. Property Manager/Building Hosts The person in this position will be responsible for maintenance of both the sites of 24th Ave. and Crescent.

Background: Closing the White Rock site and the various changes to our worship life and elsewhere will require changes to our current administrative model. Duplication of certain tasks (e.g. creating worship bulletins and power point) will no longer be necessary. At the same time, the creation of a new, larger organization – and the reality that people in some volunteer roles will want a break – means some new tasks may emerge. In some cases existing staff may continue on in expanded versions of their current roles; in other cases new people may need to be found. Depending on availability, some positions may be taken on by volunteers. In some cases multiple positions may be combined and held by the same person. Implementation: A team including representatives of the three current M&P committees, one member of the Finance Working Team and one Ministry staff person will draft the new job descriptions for the Office Administrator, Webmaster, and Social Media, and Bookkeeper positions.

They will seek input as needed, especially ensuring expertise regarding pastoral and legal considerations. This team will also carry out the search and hiring for these positions.

The functions of Property Manager / Building Host(s) / Custodial Staff and a review of custodial contracts could be assigned to the Property Team, with consultation from M&P, for similar treatment.

Current staff are eligible to apply for the new positions, and will be interviewed regarding their interest in future positions, confirming end dates of current arrangements and reconsideration of current contracts.

In all cases this work will be done sensitively and will conform with legal requirements. E. Buildings Proposal During the time that the redevelopment on the First/White Rock site is under construction, we will use the Crescent site and the Sunnyside site as well as a rented ThirdSpace location. Decisions about the best use of the buildings and properties will be prayerfully and carefully decided by the new community of faith and our elected Council, informed by our purpose and mission priorities. There is no urgency to sell any of the buildings, given the financial resources that are on hand in our investments.

F. Finance

Proposal

CONSOLIDATED DRAFT BUDGET JULY - DEC 2017

Operating Revenue: Consolidated

Churches

thirdspace (Emerging Church

Initiative)

Total Budget

General Revenue

Household

Open Plate 8,550

8,550

Envelopes and General 108,308

108,308

PAR 92,640

92,640

Use of Premises

General 39,900

39,900

Weddings/Memorials 750

750

Other

Fundraisers 1,000 4,500 5,500

Trust/Investment Monies (1) 11,691 31,827 43,518

ProVision Fund

15,000 15,000

Total Operating Revenue 262,839

51,327 314,166

Note:

(1) $43,518 represents 13.8% of total operating budget to come from Trust/Investment monies.

CONSOLIDATED DRAFT BUDGET JULY - DEC 2017

Operating Expenses: Consolidated

Churches


Initiative)

Total Budget

Ministry & Personnel

Salaries & Benefits

Ordained Ministers (2.5) 116,550

116,550

Ordained Ministers (0.5)

21,803 21,803

Music Director 19,100

19,100

Church Administrator 29,270

29,270

Bookkeeper 10,920

10,920

Building Host/Janitor 5,200

5,200

Sunday School Teacher 1,000

1,000

Pulpit Supply 1,250

1,250

Team Building 2,000

2,000

TOTAL M & P 185,290 - 21,803 207,093

Program and Operational Expenses

Presbytery Dues 12,674

12,674

Financial (bank charges) 1,400

1,400

Office & Technology 15,200

15,200

Property:

-

Crescent site 17,600

17,600

First site 6,000

6,000

Sunnyside site 8,800

8,800

Learning stream/Christian Dev 2,100

2,100

Worship Stream 5,000

5,000

Healing/Caring Stream 2,975

2,975

Communications 2,050

2,050

Peninsula Core Group 3,750

3,750

Financial Review

-

Emerging Church Initiative

29,524 29,524

Total Program Expenses 77,549 29,524 107,073

Total Operating Expenses 262,839 51,327 314,166

Net Surplus/(Loss) - - -

CONSOLIDATED DRAFT BUDGET JAN - DEC 2018

Operating Revenue: Consolidated

Churches


Initiative)

Total Budget

Household

Open Plate 17,000 17,000

Envelopes and General 216,616 216,616

PAR 185,280 185,280

Use of Premises -

General 86,780 86,780

Weddings/Memorials 1,500 1,500

Other -

Fundraisers 5,500 9,000 14,500

Trust/Investment Monies (1) 10,011 69,089 79,100

Pro Vision Fund 25,000 25,000

Total Operating Revenue 522,687 103,089 625,776

Notes:

(1) $79,100 represents 12.6 % of the operating budget to be funded from Trust/Investment Monies

(2) Budget has assumed continuation of 3 FTEs to end of December 2018 subject to change should the congregation decide the staffing model should change.

CONSOLIDATED DRAFT BUDGET JAN - DEC 2018

Operating Expenses: Consolidated

Churches


Initiative)

Total Budget

Salaries & Benefits

Ordained Ministers (2.5) 237,550

237,550

Ordained Ministers (0.5)

44,041 44,041

Music Director 38,300

38,300

Church Administrator 55,570

55,570

Bookkeeper 21,840

21,840

Building Host/Caretaker 10,500

10,500

Sunday School Teacher 1,100

1,100

Pulpit Supply 1,250

1,250

-

TOTAL M & P 366,110

44,041 410,151

Program and Operational Expenses

Presbytery Dues 25,499

25,499

Financial (bank charges) 2,750

2,750

Office & Technology 30,600

30,600

Property:

-

Crescent site 35,900

35,900

First site 12,000

12,000

Sunnyside site 17,528

17,528

Learning Stream 4,200

4,200

Worship Stream 10,000

10,000

Healing/Caring Stream 6,000

6,000

Communications 4,100

4,100

Church Council 2,000

2,000

Futures Project 1,000

1,000

Financial Review 5,000

5,000

Emerging Church Initiative

59,048 59,048

Total Program Expenses 156,577

59,048 215,625

Total Operating Expenses 522,687

103,089 625,776

Net Surplus/(Loss) -

- -

Background

1. A consolidated budget with a separate column for the Emerging Church/ThirdSpace Initiative is presented. The cost of maintaining each site is included.

2. The redevelopment at First United site is not included in the operating budgets. Monies received from the developer will be used to complete the new Church space in the redeveloped property. If the redevelopment goes forward as of July 2017 there will be no rental income from the use of this site. Expenses may include insurance, storage, and possibly rental of facilities; these are not yet determined.

3. If staff offices are re-located to the Sunnyside site, costs of minor office renovations will be funded by the Sunnyside capital fund.

Notes regarding salaries

The 2018 Operating budget includes budget for 3 FTE Minister positions to the end of December. This staffing model may change depending on the outcome of the Ministry Profile process.

In the 2018 budget, the cost per FTE for a Minister position for one year is $95,020.

The salary costs for Ministerial staff are budgeted at the top step of the UCC pay schedule plus 10%. A COLA adjustment of 2% was used for each year.

2016 benefit plan costs have been used. a. Annual continuing education budget of $2,000 per position b. Pulpit supply budget is for 5 Sundays at $250 each

The equivalent of one full-time Office Administration position is in the budget. This is an hourly position budgeted for 40 hours a week including UCC benefit plan July-December 2017, and then in 2018 40 hours a week for 44 weeks a year and 26 hours a week for 8 weeks a year, with an hourly rate of $23. This includes 30 hours for Office Administrator plus 10 hours for Website/Social Media.

Music ministry team as recommended by Staffing report

Bookkeeper position: anticipate additional hours may be needed from July 2017 to Dec. 2017 to consolidate finances. This should settle down by 2018. Estimate ongoing need for an average of 10-12 hours a week at rate currently paid to bookkeeper which is $35 an hour.

Emerging Church/ThirdSpace Initiative: have used the budget numbers as per the submission to the ProVision Fund. Start up phase may have more expenses. Further conversation is needed about the ongoing funding of this ministry, including evaluation of the initiative, and the balance of income and expenses.

Implementation: A cohesive stewardship approach to the policies and philosophy around the use of Trust/Investment funds, assets, bequests to support the ministries of the church through the operating budget will be developed.

The following chart provides an estimate as of July 1, 2017 of the investment funds that would potentially be available to support general ministry expenses. There is an estimated total of $720,000. The draft consolidated operating budgets for July to December 2017 and January to December 2018 have a combined deficit of $122,618 which would be paid for by drawing from these funds.

Estimated Investment Funds as of July 1, 2017 Amount Invested Restrictions

Crescent $69,000 $9,000

GICs Trustees Checking account

Not aware of any. Residual from sale of manse.

First $410,800 $8,500

$407,000 is in the Manse Investment account. Portfolio of investments.

Need to confirm if there are any restrictions on using the Manse Investment monies for general ministry expenses. Planned gifts fund.

Sunnyside $129,700 Capital account $8,600 Capital account $84,394 Operating

GICs Savings account GICs

Sunnyside going through process of determining monies to remain as designated for capital expenses and monies that can be released for general ministry expenses. Not aware of any restrictions

Total est. funds

$719,994

Work Remaining for Finance Team

1. Identify how much would be available from interest earnings on these investments

If the motion to amalgamate is successful:

2. Decide which bank we will deal with on an ongoing basis. Ensure night deposit access is convenient to each site.

3. Insurance coverage: currently dealing with 3 different providers. Goal to deal with one insurance company.

4. Assess options with regard to photocopier leases: a. First: Lease expires June 4, 2018. Annual cost is $4,316.80 (gst included). Service

contract is $0.0213 for black & white copies and $0.1272 for colour copies. b. Crescent: Lease expires December 2019. Annual cost is $6,652.80 (gst included).

Service contract is $0.02003 for black & white and $0.13354 for colour copies. c. Sunnyside: owns copier

5. Update job description for bookkeeper position. Currently scope of work varies between locations as to what is included and what is done by volunteers (ie. Envelope secretary duties).

a. Crescent Treasurer will commit to assisting with the transition.

6. Financial review: Each pastoral charge responsible for 2016 review and first 6 months of 2017. After that, we will engage the services of the firm currently used by First United. Anticipate cost will be higher in first year then decrease to about $2,000 per year.

7. Work on process towards: amalgamating the 3 charities in accordance with CRA rules

Draft Sept 29/16 Amalgamation Proposal for the Peninsula...

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