Monthly Archive for November, 2008

13. Carver, Governance and Policy: Can the Congregation Handle It?

Published by Dr. Larry Perkins on November 25, 2008 in Board, Board Chair, Board Governance, Board Member and Congregation. Closed Tags: , .

If the church leadership discerns that Carver Policy Governance would be beneficial for their local church to adopt, how does it prepare the congregation for this shift? Or is the congregation unaffected by such a change in governance modality?

Some communication with the congregation is advisable. In our current Evangelical culture many are suspicious about methods or technologies developed in society and then adopted by the church community. There is legitimate concern being expressed here because methods and means used by the church must be compatible with the values espoused by the faith community. If a church board desires to adopt Policy Governance, then it has a duty to demonstrate to the congregation that this mode of Board Governance is compatible with the Kingdom values embraced by the church. But perhaps even more importantly to show that this change will enhance the community’s life – improving excellence, enabling better decisions, implementing better accountability, liberating the church board so that it devotes its time to the critical things that promote church health.

The congregation should also be made aware that this shift in governance requires a change in the way pastoral staff exercises its leadership. In terms of Policy Governance the board will be empowering the pastoral leaders to implement the ministry initiatives (following appropriate decision-making protocols) necessary for the church to achieve its vision. Pastors will be empowered to lead, not only to provide spiritual care. In some congregations this requires a major change in perspective.

Policy Governance, if it is working properly, elevates the level of accountability throughout the institution. This holds true for the faith community. Since churches rely on a significant level of volunteer leadership, those in these positions of leadership will need some encouragement and mentoring to understand and accept this new level of accountability. The other side of this coin, however, is that Policy Governance also empowers, granting permission to use whatever means are legal, consistent with the institutions values, and within the financial and other resources of the entity, to achieve the vision. If the outcomes established are not being achieved, then the Board will be evaluating and expecting changes to be made.

The congregation should also expect a change in the kinds of decisions in which they will be asked to participate. Some may feel this is a loss of ‘democracy’; others may claim that this represents a power grab; still others will suggest that the board is no longer sensitive to the needs of the congregation. Again, good explanation well in advance and also continually reinforced will go a long way to eliminating such fears. On the positive side, the congregation should expect to be engaged in making decisions on those things that really matter, i.e. how can we plant another church or how can we reach the youth in our community, rather than debating the colour of the new carpets or approving the contract for garbage collection. The result should be a congregation more engaged, rather than less, because they are dealing matters of Kingdom significance.

When church boards are considering adopting Policy Governance, then take time to explain well to the congregation why this is being done, what the benefits should be, and how their role will change. As implementation occurs, continue to point out how it is working in beneficial ways. Do not expect the congregation to be able to discern this on their own. Be proactive, anticipate difficulties, and be transparent throughout the change process.

12. Carver, Governance, Policy and the Local Church Board: Board Chair and Lead Pastor Relationship

Published by Dr. Larry Perkins on November 14, 2008 in Board, Board Chair, Board Governance, Board Member and Congregation. Closed Tags: , , , .

The Carver Policy Governance model requires both the church board chair and the lead pastor to understand their respective roles clearly and be supportive of each other in those roles. This is especially important when a local church seeks to implement the Policy Governance model.

Carver states very clearly that the Board chair’s primary role is to ensure that the Board disciplines itself to govern according to its stated policies. Such responsibility includes overseeing Board planning, ensuring educational development is occurring, conducting Board evaluation, and working with the primary leader in the organization to advise and support. The primary leader, simultaneously takes responsibility for the same kinds of functions within the organization, so that the vision and the ends that define the vision are being achieved within the Board’s stated limitations. This person advises and supports the Board chair.

As in most social entities good relationships are critical for healthy and sustained development. Within the context of a local church, whether or not the Board operates according to Carver Policy Governance, the relationship between the Board chair and the Lead Pastor must be marked by:

  1. deep, mutual trust;
  2. growing respect for the wisdom and gifts God provides to each;
  3. constant, clear communication on all significant issues;
  4. commitment to the success of the other in their ministry;
  5. consistent spiritual awareness and accountability;
  6. ability to keep confidence and confidence that each is speaking up for the other.

Well-defined role descriptions can be a great assistance, but will not in themselves guarantee good relationships. The mutual support required will go far beyond words written on a page. Their respective leadership within the church puts them at the very centre of the spiritual warfare constantly engaged as Jesus advances his rule in this world.

To sustain and enhance this relationship takes time, prayer, patience, humility, a teachable spirit, a forgiving spirit, and continual interaction. Some simple, but consistent practices will go a long way to prevent disruption and conflict.

  1. The Board chair should always invite the Lead Pastor’s input into the development of the Board’s agendas, well in  advance of the meeting. There should be no surprises for either leader at the Board meeting. Similarly the Board chair should not be hearing about a new ministry initiative from a church member, but directly from the Lead Pastor before it is implemented.
  2. There should be formal agreement not to contradict one another in public, or to introduce new developments or ministry initiatives until there has been some private discussion.
  3. If differences do arise, there should be a deep commitment to pray, interact and find resolution in healthy ways, but  to keep such discussions confidential as much as possible.
  4. Time should be found to share with each other respective vision for the church’s ministry, with freedom to disagree and interact in love, without feeling defensive.
  5. When an offense, either real or perceived, is experienced, deal with it immediately, one to one. The Board chair must take responsibility to ensure that employment issues are dealt with fairly, in a principled manner, and as expeditiously as possible.
  6. Exercise a lively, loving concern for the welfare of each other.

Each working partnership will develop uniquely because of the personalities, giftings, and competencies that each brings into the relationship. A good part of the ministry energy sparking the church’s development should come from the generative thinking, passionate praying, and mutual care these two individuals enjoy together. Trust is built over time and incrementally. Give it time, work at it, support it with prayer, listen well, think the best of the other. The Holy Spirit can work some amazing things.

11. Carver, Governance, Policy and Local Church Governance: Can the Board Handle it?

Published by Dr. Larry Perkins on November 5, 2008 in Board, Board Chair, Board Governance and Board Member. Closed Tags: , .

John Carver states with absolute clarity that “Policy Governance offers not a mere improvement in board leadership, but a revolution in boardroom behaviour” (Reinventing Your Board, revised edition, 17). These are strong words. Any church board that might consider adopting Policy Governance as its framework for governance leadership must discern very carefully whether it wants to embrace such a revolution. To put it baldly, if a church board is not willing to accept responsibility for ensuring that the faith community is achieving its stated mission, then it should avoid Policy Governance.

Carver argues that boards up for the challenge of vigorous, governance leadership must accept this reality — “the board is accountable for everything that goes on in the organization” (Reinventing Your Board, 43). Kind of daunting! This kind of governance leadership is not for the faint-hearted, muddle-headed, or the spiritually uncommitted. To define outcomes unambiguously, to assign their accomplishment to someone clearly, and then to make sure the outcomes are being achieved effectively — this is hard, soul-filled work.

A church board  only grabs hold of Policy Governance because it wants the church to be more effective for Jesus, because it yearns for the rule of Christ to be demonstrated throughout its ministry,and  because it desires people in the community to hear and respond to the Good News. But then this board will have to change in order to work within this framework. If there is no commitment to change and to engage in the disciplined, intentional, unremitting focus on mission achievement, then the church board should steer clear of Policy Governance.

So if your church board is evaluating Policy Governance as a preferred mode for exercising its leadership, then make sure each board member counts the cost for getting the church on target. Board members must prepare to be more engaged in thinking strategically, to be more educated about significant issues, to be more willing to hold themselves and their primary leadership accountable, to be more rigorous in pursuing their agreed outcomes. It may mean a significant change in the composition of your board.

But the rewards are great.

  • No more frustrating board meetings where no direction is discerned and nothing seems to change!
  • No more acceptance of mediocrity within the board or among the key leadership!
  • No more paralyzing uncertainty as to who is responsible and who is accountable!

For church board members who discern their roles as a significant part of their Christian stewardship, such change is welcome, because they passionately want to serve Jesus well. They hold the trust of their congregation with humble seriousness. They know it is the Holy Spirit Who must give wisdom, must empower, and must encourage, but they stand ready to move as He directs, indeed, ready to suffer as He requires.

If  you truly desire your church board to lead, “to see that tomorrow is created in a better image” (Reinventing Your Board, 229), then take a very careful look at the Policy Governance mode of governance leadership. Carefully count the cost of embracing it — but also evaluate the price of ignoring it and choosing not to change.