Introduction€¦ · Web viewWe also became increasingly convinced of the value of more formal...

Chalmers United Church and Sydenham Street United Church (SSUC)

Final Report to the Congregations

on a

Proposed Model of Shared Ministry/Staffing

Between Chalmers and Sydenham St. United Churches

May 28, 2017

Table of Contents

Introduction 3

Consultation with Chalmers/SSUC Congregants and Staff 3

Proposal for Shared Ministry/Staffing 4

Responding to Congregational Concerns 5

Motions 8

Appendix A. 2016 Motion Passed by the Congregations 10

Appendix B. Chalmers/SSUC Joint Ministry Staffing Model: Job Overviews 11

Appendix C. Feedback from the Congregations: Celebrations and Concerns 13

Introduction

This final report from the Chalmers/SSUC Joint Committee represents the culmination of almost three years of formal discussions between our two congregations, and many prior years of informal conversation and shared activity.

The appointed members of the Chalmers/SSUC Joint Committee (initially four from each congregation and later expanded to six) have met almost monthly since 2014 with a mandate (attached as Appendix A) to discern where the Spirit is leading our congregations in this time. Along the way we developed relationships of trust amongst one another and warm appreciation for the diverse gifts each of our congregations brings to ministry in downtown Kingston and beyond. We also became increasingly convinced of the value of more formal shared ministry between our two churches, because:

We have more in common that we have differences – common values, common geography and demographics, common challenges, common concerns about how to steward important heritage buildings, and a common commitment to the community in which we live and serve;

For almost a century our congregations have been part of a ‘united’ church; we have an opportunity to model the unity that is our core identity;

We both have rich assets that we can leverage more effectively if we serve our people and our community together;

Our current structures are not sustainable (i.e. the status quo is not an option for either congregation in the longer term). We need to maximize the efficient use of our buildings, our financial resources and our people in order to continue in effective ministry;

We have a unique opportunity in this moment, to develop exciting new models for joint worship, education and outreach that we could share more widely in the United Church. If we don’t take advantage of the opportunity that ministry and staff retirements offers us, it is unlikely to present itself again.

Consultation with Chalmers/SSUC Congregants and Staff

Since 2016, both congregations have had multiple opportunities to participate in shared mission and community-building activities, to offer reflections on shared ministry and to provide reactions to the specific proposal being put forward.

A year-long Season of Jubilee presented Chalmers people with several occasions to talk in small groups about their hopes and dreams for the future of the church. A number of written comments focused on hope for greater collaboration with SSUC.

The 2016 SSUC JNAC process included a survey to the congregation asking a number of questions about mission and ministry needs. Over 80% of respondents favoured:

i. Joining other congregations or community groups in outreach or mission programs;

ii. Sharing custodial and/or administrative staff and costs with another congregation;

iii. Merging some of our programs with those of other congregations;iv. Sharing music ministry with other congregations.v. Sharing ministerial staff and costs with other congregation(s).

A February 2017 Joint Committee Report laid out a conceptual proposal for the creation of a single ministry/staff team to jointly serve the two congregations. A copy of that report is available on the churches’ websites. The people of both congregations were encouraged to reflect on the proposal, share questions and concerns and present written submissions. Both congregations arranged for time for dialogue and questions, and both participated in a shared meal and table conversation on April 9, 2017 (Palm Sunday).

As well, Joint Committee members met with all ministers and staff to elicit input and responses to the idea of a shared staffing model.

The Committee received much thoughtful and valuable feedback, which it considered carefully, and incorporated where possible, into a revised proposal. The major themes emerging from written responses to the proposal were summarized in a Joint Committee Report in early May 2017 (available on the churches’ websites). A copy of all the input received (unedited) is available for anyone who wishes a copy, on request.

Proposal for Shared Ministry/Staffing

A single ministry personnel/staff team to serve both Sydenham Street and Chalmers United Churches

We are proposing a team comprised of:o One Minster of Worship and Pastoral Care (full-time)o One Minister of Congregational Life and Community Engagement

(half-time)o One Director of Music Ministries (half-time)o One Operations Manager (30 hours)o One Office Administrator (full-time)o Custodial staff (at the current level of staffing)

Proposed summaries of duties for the positions are attached as Appendix B. However, the finalizing of detailed job descriptions will be the responsibility of a JNAC (Joint Needs Assessment Committee) for the ministry positions, and a new joint Chalmers/SSUC Ministry and Personnel Committee for the staff positions.

The proposed second half-time ministry position has been named (provisionally) Minister of Congregational Life and Community Engagement. Based on the feedback to date, the Joint Committee will recommend a period of further consultation among members of both congregations before the nature and scope of the position is fully determined. We

Chalmers/Sydenham Street United ChurchesFinal Report from the Joint CommitteeMay 28, 2017

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noted particularly, the concern over whether the congregations should continue to provide faith formation/Christian education programming for children and youth.

Responding to Congregational Concerns

There were a number of themes that emerged in the congregational responses to date – both affirmations and concerns that were repeated by people in both churches. The Committee grouped these into the following categories:

Impact on Congregational Life Outreach/Impact in the Community Ministry with Children and Youth Music Buildings Sustainability Process and Planning

A summary of celebrations and concerns is attached as Appendix C.

Impact on congregational life

The strongest concern expressed by the congregations is about shared Sunday worship, alternating on a periodic basis (primarily a fear that members of the congregation where the service is not happening will simply drift away).

The Committee is strongly recommending that there be only one shared Sunday morning worship service in the liturgical format we now both follow (with other smaller services to take place in style and with the regularity that the congregations choose). Some committee members have called this the “one bulletin” option. To continue with two Sunday morning services with two choirs would either require a ministry/staffing model much closer to the current one (in which case, it’s questionable why we would choose to change), or would create an untenable workload for the new staffing team.

A number of people in both congregations questioned why we could not form a two-point pastoral charge, and have the ministry team serve both points. (The proposed model is not the same as a multi-point Pastoral Charge, as the congregations would continue to have separate and independent governance structures). The rationale for a two-point charge might be stronger if the congregations were located at some distance from each other (as is the case generally for multi-point charges). However, to have a ministry team conduct identical worship services in two locations less than one minute apart on a Sunday morning could surely only be justified if there were so many congregants that a second service was necessary.

We have a long tradition of worshipping together in the summer months. A single worship and music ministry team will make it easier, over time, for both congregations to recognize the service as “theirs”. Naturally there is a strong attachment to our current buildings, and a greater comfort level in familiar surroundings. However, we are confident that given time, the rhythm and style of shared worship that changes location


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with the seasons can become both familiar and comfortable. In the final analysis, the success of this model will depend to a great extent on the enthusiasm, goodwill and commitment of the congregations to make it work.

The Committee has noted the concern for appropriate pastoral care to the two congregations. It is now highlighted as a significant component of the job description for the Minister of Worship and Pastoral Care. In addition, the Committee continues to propose that the model of SSUC Circles of Companionship (a geographic division of the members of the congregation into smaller “circles” that meet for mutual support and care) be expanded to the two congregations. The Chalmers Coordinating Council of Elders passed a motion at its May meeting to consider the model for that congregation.

A number of people have expressed concern about a distinction between the congregations – the fact that SSUC has been an Affirming Ministry in the United Church since the late 1990s, and that Chalmers has not taken that step. Chalmers has not formally addressed its status over the past 15 years, and in April 2017 the Coordinating Council of Elders passed a motion to explore becoming an Affirming Ministry of the United Church of Canada.

Outreach/Impact in the Community

The committee heard predominantly positive responses to the proposal to work more closely together. Indeed, this is happening already with the formation of the joint Truth and Reconciliation Action Group (now an ecumenical body with the addition of a representative from St. Marks Lutheran).

Ministry with Children and Youth

The Committee has heard somewhat contradictory hopes and concerns regarding programming for children and youth. For some, it is central to our ministry, and we lament the small numbers of children we have been able to engage. Others take the view that we cannot be all things to all people and that we should focus on those things we might be able to do really well, such as ministering to post-secondary students and older adults.

The Committee has deliberately not fleshed out the duties of the proposed half-time Minister of Congregational Life and Community Engagement, believing that the congregations would benefit from further conversation about this important aspect of ministry and further thinking about the priority we wish to give programs of faith formation and Christian education. We note that many of the comments about children’s programming are aspirational, and may not reflect capacity in the congregations to support such programming.

We would also hope that the congregations might explore applying for seed funding from the United Church Vision Fund, to amplify this position – a position that will help us set the stage for some bold new mission initiatives.

Music

In addition to a voiced hope from some, that we maintain two choirs, there were many concerns raised of a practical nature (the size of the choir loft, the availability of sufficient Chalmers/Sydenham Street United ChurchesFinal Report from the Joint CommitteeMay 28, 2017

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music copies, etc.) We are confident that many of these concerns would be addressed and alleviated in the actual implementation of the model, following consultation with those most directly affected.

The Committee continues to strongly recommend the melding of the two choirs into a single choir with a single Director of Music Ministries. To maintain two choirs would only make sense if there were two separate Sunday morning services. It would also necessitate a full-time (or two part-time) Director(s)/Music Minister(s). We know that members in both choirs have enjoyed opportunity to sing together in the past and believe that loyalty to the new joint choir would be established over time.

Buildings

The Committee recognizes that the maintenance of a costly historical building places a considerable financial burden on a congregation. We applaud the work of the Friends of the Spire in imagining and pursuing a creative and more sustainable vision for the SSUC building. While it might be tempting to enter into the discussion about divesting ourselves of buildings, the Committee had no mandate to do so at this time. Therefore our recommendation is that the ministry of the congregations be carried out on a “campus” (two church buildings and Chalmers Church House). One component of the staffing model – having a single Operations Manager – is intended to maximize the effective use of the buildings, in conjunction with the Spire project.

Sustainability

The Committee has heard both the hope that a model of shared ministry/staffing and greater sharing of resources might lead to sustainability (particularly financial sustainability) and also a deep concern that a resulting loss of members might lead to greater financial instability. We are however, very aware that our current structures at Chalmers and SSUC are not sustainable in the medium term. We believe that the new staffing model will provide both congregations with closer to balanced budgets in the short term, and we pray that cooperation in shared engagement with our community will lead to bold ministry and mission initiatives that will attract and revitalize membership.

Process and Planning

The Committee acknowledges that people of both congregations are in different places in their hearts and heads, as they study this proposal. For some, the conversation has been going on for many years, and they wish it would move more quickly. For others, the conversation seems quite new and the timing appears rushed. Still others believe that the proposed change represents only loss, and for them, any timetable would be too fast.

We recognize that moving more slowly may seem helpful in dealing with a change of this magnitude. However, we believe that we have a unique opportunity in this moment, with vacancies or pending vacancies in ministry and staff positions, to create a new staffing model. If Chalmers and SSUC don’t take this opportunity, it may not present itself again.

We acknowledge too that this process is stressful for our current staff members. In the proposed model, some job descriptions would remain very much as they are now. Others will likely change. We know that the congregations are fully committed to Chalmers/Sydenham Street United ChurchesFinal Report from the Joint CommitteeMay 28, 2017

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accepting their responsibilities as good employers and we will work to ensure that all employees are treated fairly in this process.

There are people in both congregations who are concerned that this process doesn’t go far enough. We have heard from some that we should be talking about amalgamation. As with the question of buildings, the question of merging the congregations was beyond the scope of the Joint Committee’s work and we do not believe that we have a mandate to address it.

While we have provided some level of detail, there are many specifics that will only become clear if we decide to move forward with the joint staffing proposal. The decision to adopt a new model will require a measure of trust and confidence on the part of both congregations that outstanding questions can and will be addressed and creative solutions found to what are perceived as current obstacles.

We are recommending that a period of review be built into our transition planning and that the congregations establish a mechanism for dispute resolution to deal with any potential conflict, following the 2016 guidelines established by the United Church.

Motions

Given that

The congregations of Chalmers United Church and Sydenham Street United Church (SSUC) have a history reaching back across many decades, of worshiping together and sharing activities, which has inspired in many, a sense of common mission and purpose.

Recent trends and developments within the congregations and beyond, have motivated both reflection and the awareness that an even closer relationship would enhance the effectiveness of the ministries of both congregations by building on mutual strengths and uniting spiritual, human and physical resources.

At the same time, there is a strong desire that the congregations continue on a viable basis, each with its own distinctive character, mission and commitments.

There are similarities between the two congregations but also some important differences. Obvious similarities include ageing membership (the demographic of both congregations is very similar), and the stewardship of large heritage buildings. Neither congregation is financially viable in the longer term under current operating assumptions. Sydenham Street is an Affirming congregation, has a three-stream governance model and is working towards a model of building use involving shared church and community use of its facilities. To date, Chalmers has maintained a more traditional model of governance and building use and is just beginning to explore whether to become an Affirming Ministry in the United Church. Both congregations, however, increasingly recognize the need for change.

A model of shared ministry/staffing would allow the congregations to:


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o Benefit from a wider and more diverse range of ministry and staffing skills and experience in the service of each congregations’ mission;

o Create a stronger support structure for ministry (less isolation and feeling of competition among ministry staff and between the congregations);

o Achieve greater efficiency and effectiveness through the elimination of some duplication in ministry functions and supports

o Move closer to financial viability.

1. Moved that Chalmers United Church and Sydenham Street United Church implement a model of shared ministry/staffing for the two congregations, with the aim of having a full joint ministry/staffing team in place by June 30, 2018 at the latest.

2. Moved that Chalmers United Church and Sydenham Street United Church establish a Joint Needs Assessment Committee (JNAC) immediately, with a report coming to the congregations by early fall 2017, in order to begin a search to fill new ministry positions.

3. Moved that at least one member of the Joint Committee from each of the congregations be appointed to the JNAC, to provide for continuity.

4. Moved that Chalmers United Church and Sydenham Street United Church establish a Joint Ministry and Personnel (M&P) Committee to serve both congregations, and that the new M&P Committee be empowered to finalize job descriptions for non-ministry staff, determine whether current permanent staff wish to fill new positions, and conduct searches for any vacant positions, with the aim to fill staff positions as soon as possible.

5. Moved that Chalmers United Church and Sydenham Street United Church establish a Joint Worship Committee to begin planning for shared worship services beginning in 2018.

6. Moved that the Joint Committee be re-mandated to continue to: Guide the transition process; Facilitate further consultation on a second ministry position (currently

proposed as Minister of Congregational Life and Community Engagement – half-time) and determine the scope of the position in relation to ministry with children and youth;

Encourage and suggest new models of joint worship, education and outreach

Report regularly to the governance bodies of the congregations; Issue a final report by June 2018.

7. Moved that the congregations undertake a joint review of the shared ministry/staffing model in 2019, reporting back to congregational meetings by the end of that year.


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Appendix A. 2016 Motion Passed by the Congregations

May 2016: Motion passed by Chalmers and Sydenham Street United Churches:

Whereas:A. The congregations of Chalmers United Church and Sydenham Street United

Church have a long history of joint worship and activities undertaken by the two congregations;

B. The congregations set up a Joint Committee in 2014 “to explore, in consultation with the congregations and ministry staff, the possibilities for a more formal relationship between the congregations and develop a vision for the United Church of Canada presence in downtown Kingston…";

C. The Joint Committee has been meeting and consulting with members of the congregations, and various community members in downtown Kingston;

D. The Joint Committee has discerned a desire for a closer relationship to enhance the effectiveness of the ministries of both congregations by building on mutual strengths and spiritual, human and physical resources;

E. It is desirable that the congregations continue on a viable basis, each with its own distinctive character, mission and commitments, but at the same time enter into intentional discussions around cooperation in areas such as a shared ministry of the word, sacraments, pastoral care, music, faith formation for all ages and outreach, shared administration, and shared programs and activities; and

F. The Joint Committee has recommended that it continue its efforts to identify the common interests of the congregations, and pursue cooperation in the above-mentioned areas.

RESOLVED THAT:

1. The above affirmations are hereby approved.2. It is declared and affirmed that the congregations will explore joint initiatives in

the areas of shared ministry of the word, sacraments, pastoral care, music, faith formation for all ages and outreach, shared administration, and shared programs and activities.

3. The Joint Committee be re-mandated to undertake further consultations with members of the congregations, staff, and others as may be appropriate, regarding the opportunities for cooperation and joint initiatives in the above areas, with the expectation that specific initiatives may be acted on when ready and that reports to the congregations are made periodically.

4. The nature of future cooperation between the congregations will be defined and a detailed implementation plan will be approved by both congregations, no later than June 2017.

Appendix B. Chalmers/SSUC Joint Ministry Staffing Model: Job Overviews

Minister of Worship and Pastoral Care

Summary of Duties:

Reporting though the joint Ministry and Personnel Committee, which represents the governing bodies of the two congregations, to Four Winds Presbytery, the Minister of Worship and Pastoral Care has primary responsibility for the creative development and leadership of worship, and for the coordination of effective pastoral care at Chalmers and SSUC.

Sustaining meaningful worship traditions in the two communities, the Minister of Worship and Pastoral Care will conduct joint Sunday morning worship services in one or other of the congregational sanctuaries on a rotational basis, relating the good news of our faith to everyday experience in language and imagery that is inclusive and accessible; facilitate the two congregations in their spiritual practices; inspire, strengthen and challenge through diverse, innovative and participatory worship; heighten awareness of the justice concerns and policies of the United Church and invite appropriate responses; conduct special services of worship at times other than Sunday morning, as the congregations identifies specific needs; and administer the sacraments of communion (at least quarterly) and baptism as requested.

The incumbent will seek to know the people of both congregations, visiting where possible; be a supportive presence for, and be accessible to people in times of change and crisis; reach out to and support to people new to the congregations, provide baptism and marriage preparation; conduct funeral services and provide support to bereaved families; and encourage and ensure the provision of a comprehensive pastoral care program.

He/she is also responsible, in collaboration with the Church Administrator, for the day-to-day administration of the Pastoral Charges. He/she will embrace a collaborative model of ministry in his/her work with the Minister of Congregational Life and Community Engagement, the Minister of Music, and any other ministry positions as they are created.

Minister of Congregational Life and Community Engagement*

Summary of Duties:

Reporting to the joint Ministry and Personnel Committee, the Minister of Congregational Life and Community Engagement has primary responsibility for the growth and support of lay congregational leadership, for the development and sustaining of ongoing spiritual formation for all ages, and for engagement in partnerships with the wider community at Chalmers and SSUC. He/she will embrace a collaborative model of ministry in his/her work with the Minister of Worship and Pastoral Care, the Minister of Music, and any other ministry positions as they are created.

*Note that this job title and description are provisional, pending further consultation with the congregations.

Director of Music Ministries**

Summary of Duties:

Reporting to the Joint Ministry and Personnel Committee, the Director of Music Ministries is an integral part of a team which includes a full-time Minister of Worship and Pastoral Care, and a part-time Minister of Congregational Life and Community Engagement. Together, they collaborate with lay leaders in the congregations to ensure excellence in the offerings of word and music in worship and other services in the two churches. The Director of Music Ministries encourages, enhances, and supports broad congregational participation and a diversity of musical expression at Chalmers/SSUC nurturing the musical gifts of the people of all ages in the congregations. He/she plays accompaniment for regular worship services and other services and special observances, recruiting individuals for choirs, small ensembles and soloists as needed. He/she researches and selects appropriate music – ensuring diverse musical expressions that reflect and bring together members of the congregation and the community – and arranges and directs choir rehearsals.

**This job title is provisional, as the titles of the incumbents at Chalmers and SSUC are different.

Buildings Manager

Summary of Duties:

Reporting to the Joint Ministry and Personnel Committee, and working closely with Church Administrator and the Property Committees for the two churches (Chalmers and Sydenham Street United Churches), the buildings manager is responsible for the safe, efficient and effective use and management of the church property (properties). The incumbent plans and oversees, manages, promotes and evaluates the day-to-day operational aspects of building(s) and grounds, in compliance with legal and regulatory requirements, and the diverse and sustainable use of space. She/he hires, assigns work and supervises continuing and casual custodial staff and supervises outside suppliers and tradespersons.The incumbent advises on the need for general maintenance and major repairs and is normally directly involved in the planning, development and management of major maintenance and renovation projects.

She/he is the primary contact with building users and one of the designated emergency contacts for the churches as well as an important liaison and resource for church committees, community organizations and the wider community.

Church Administrator

Summary of Duties:

Reporting to the Minister of Word, Sacraments and Pastoral Care and working closely with the Operations Manager, this highly visible position provides and coordinates administrative support to the Ministry staff as well as the congregational and committee leadership for two congregations (Chalmers and Sydenham Street United Churches) Chalmers/Sydenham Street United ChurchesFinal Report from the Joint CommitteeMay 28, 2017

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and also serves as an important contact for congregational members and adherents as well as others in the local community. The incumbent provides (and coordinates volunteers assisting with) general reception, performs general administrative duties and conducts (or oversees) general financial administration. In addition, the incumbent is directly involved in the development and implementation of communications strategies, including the regular updating of congregational websites. The incumbent may also be involved in the occasional hiring and general supervision of other lay staff.

Church Custodian (s)

The reporting relationships for some of these positions may change, but the general duties are likely to remain the same.


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Appendix C. Feedback from the Congregations: Celebrations and Concerns

Impact on congregational life

Celebrations: Friends and community ties that go back a long way Strength in unity The fact that we can have this discussion is reason to celebrate The creativity that can come from working together A feeling that something is growing/moving

Concerns: How will it work to worship together? We fear losing members Our congregations have different cultures; how can we maintain our individuality? Are we sure enough of our individual identities as congregations? The burden of past history The strong need for pastoral care (lack of clarity among Chalmers people about

the Circles of Companionship model at SSUC) Affirming Ministry (a difference between the two congregations)

Outreach/Impact in the Community

Celebrations: That our pooled resources can strengthen out outreach and justice programs; That united we can do more good things in the community and be a stronger

presence in Kingston.Concern:

That current programs (like the Benevolent Fund) not be lost

Ministry with Children and Youth

Hopes and Concerns: That Ministry with Children and Youth needs to be part of the proposal; That our future lies with young people; hope that bringing the churches together

will maximize possibilities for engagement with children, youth and university students;

That our future lies not with children and young families but with retired people.

Music

Celebrations/Hopes: Continued emphasis on music A larger choir to lead services

Concerns: Each choir has an identity and loyalty to its current formation Concern about the potential loss of members

Buildings

Celebrations: We have two beautiful historic buildings The work that SSUC has done so far (The Spire)

Concerns: Many people are very tied to their building We still have two costly buildings to maintain in this model; does it make sense?

Why not get rid of one building?

Sustainability

Celebrations: Celebrate the possibility of financial stability Better stewardship of resources when shared The Spire is a positive model

Concerns: Fear that financial concerns dominate Fear of attrition and that givings will drop

Process and Planning

Celebrations: Celebrate the conversation to date A dialogue has started

Concerns: Uncertainty about the details; We need more facts and figures What about current staff Why not amalgamation? Why not a two-point charge? Moving too fast Don’t feel at the point of having something to celebrate.


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Appendix D.


Budget Projections 2017-2018 Chalmers United Church

2017 Proposed BudgetRevenues

Congregation 240,000Flower Fund 2,000Rentals 20,000Transfer – Restricted Funds 19,000

281,000Expenses

StaffingMinister – Word 94,000Minister – Music 44,000Education Coordinator 27,000Pastoral Care 10,000Administrator 50,000Custodian 21,000

Total Salaries 246,000Other expenses 136,000

Total 382,000

Surplus/deficit -101,000

2018 Proposed BudgetRevenues

Congregation 240,000Flower Fund 2,000Rentals 24,000Transfer – restricted funds 20,000

286,000

Expenses

Staffing - sharedMinister – Word (1/2) 48,000Minister – Community (1/2) 20,000Director of Music Ministries (1/2) 25,000Administrator (1/2) 25,000Operations Manager (1/2) 26,000Custodian (1/2) 20,000

Total Salaries 164,000Other Expenses 133,000

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Notes

1. 2017 Proposed Budget – approved by the Coordinating Council of Elders in November 2016, succeeded by the six-month 2017 Budget – approved by the CCE and the Congregation in February.

2. Revenues. Similar in both Budgets. 3. 2018 Projected Expenses. Shared staffing – similar to the 2017 Proposed

Budget Expense, with adjustments for proposed staffing changes. The staffing expenses assume sharing equally with SSUC. Custodian – a part-time position paid in full by Chalmers. Other expenses – similar to the 2017 Proposed Budget.

4. The 2018 Projected Budget is a projection based on the best information available, and Joan Simeon’s long experience in preparing budgets. Both she and Bob Little would be happy to answer questions, by email or otherwise.

Joan Simeon: emailto:[email protected] Little: emailto:[email protected]


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