DUTY SIX: LEADS ADMINISTRATION
Each congregation approaches administration and the governance therein differently. The system of governance defines the lines of authority within the congregation. In the broad view, a congregation needs to have a workable, accessible mission that both engages and inspires the membership, with a clear understanding of responsibilities and accountability. There also needs to be a shared understanding that congregations are living, learning systems that, when nurtured and challenged, respond in healthy, open-hearted ways to change. Such a congregation develops an immune system to distracting drama and polarizing dysfunction. Enriching, ennobling and liberating wisdom arises when all work together for the congregational flow, articulated in its mission
As a staff team leader, I work collaboratively. We vision together for the year and follow through. I do not micro-manage, but rather keep a consistent and open line of communication; through staff meetings, cc’ed documents and regular check-ins.
Work with the Board is collaborative as well. I meet with the Board President on a regular basis, at least monthly, to keep on the same page. We work to support each other’s leadership.
Administration involves congregational initiatives as well. While serving UUFHC, the congregation has become a Welcoming Congregation, A Safe Congregation, and a Partner in Care (support for the Maryland Guard upon return from tours of duty). There is an effective and creative Retreat Planning Committee (5 varied retreats a year). The congregation also has four social justice task forces: anti-oppression/anti-racism (including lgbtq civil rights), environmental justice, hunger and homelessness, and domestic violence awareness. There is a high level of trust for church leadership and the council on ministry, which concerns itself with the overall health of the congregation and its ministries.
Each congregation approaches administration and the governance therein differently. The system of governance defines the lines of authority within the congregation. In the broad view, a congregation needs to have a workable, accessible mission that both engages and inspires the membership, with a clear understanding of responsibilities and accountability. There also needs to be a shared understanding that congregations are living, learning systems that, when nurtured and challenged, respond in healthy, open-hearted ways to change. Such a congregation develops an immune system to distracting drama and polarizing dysfunction. Enriching, ennobling and liberating wisdom arises when all work together for the congregational flow, articulated in its mission
As a staff team leader, I work collaboratively. We vision together for the year and follow through. I do not micro-manage, but rather keep a consistent and open line of communication; through staff meetings, cc’ed documents and regular check-ins.
Work with the Board is collaborative as well. I meet with the Board President on a regular basis, at least monthly, to keep on the same page. We work to support each other’s leadership.
Administration involves congregational initiatives as well. While serving UUFHC, the congregation has become a Welcoming Congregation, A Safe Congregation, and a Partner in Care (support for the Maryland Guard upon return from tours of duty). There is an effective and creative Retreat Planning Committee (5 varied retreats a year). The congregation also has four social justice task forces: anti-oppression/anti-racism (including lgbtq civil rights), environmental justice, hunger and homelessness, and domestic violence awareness. There is a high level of trust for church leadership and the council on ministry, which concerns itself with the overall health of the congregation and its ministries.