With the retirement of a long-standing office secretary, the recent Joint Needs Assessment Report (Nov 2006) recommended a review of the office administrative requirements be completed to help determine if there were ways to enhance operations at Trinity, in the twenty-first century. A work group put forth a vision for the general administration and daily operation of the church, providing suggestions and recommendations for consideration – some reaching beyond staff roles.
Work Group Process
We conducted information-gathering interviews with each Trinity staff person and the contracted bookkeeper to understand both their contributions to and view of administrative tasks, the support they require from the church office staff person and any concerns about daily operational matters. As expected, these discussions touched on matters of safety, security, church usage, communication and how welcoming a place we are. We identified the primary "church office functions" and suggested an allocation of time for each. The one consistent message from all involved was that the "main" office person needs to be "in the know". They need to know when and where staff is and how to reach them. They need to be familiar and current with our membership roll. They need to be familiar with supporting committees.
Background Thinking and Discussion on "Operational Support Services"
There is an expectation that the central office person will provide "oversight" and be someone who knows who keeps what office hours, knows where to find staff members, as required; what groups are going to be in the church and when, and communicates accordingly. Someone who is aware of compliance requirements under the United Church of Canada and someone who understands the mission and ministry of Trinity.
The majority of the Trinity staff indicated that communication gaps consistently exist in the daily operation of the church. We believe some of this could be resolved through specific processes and some by nurturing a culture of collaborative and thoughtful information exchange. This requires a leadership style that nurtures a culture of team work and a shared vision for the greater good.
A significant shift in thinking about operational matters is to office support for committees. Over the years we have systematically reduced support for committees as they became more self-sufficient with computers and software applications. Social change has had a tremendous impact on how we give of our time and fewer people are committing to committees and leadership roles.
Under our current Council governance model Trinity relies on the work of standing committees to fulfill its mission. We now have insufficient volunteers for the current Committee and Council structure.
Volunteerism is declining and we know we need to re-think this model. An important question is "How might our office staff support the work of committees to relieve some of the challenges of record keeping, reporting, phone calling, tracking, distributing?" As our members (volunteers) become more comfortable and conversant with technology tools, more self sufficiency is assumed. This is true. However, through the previous generation or two of social change, personal time has eroded and we are giving of our time in different ways.
Many among us are preferring to contribute to short term, task-oriented commitments (coffee or communion serving, Cash counting,) or to a defined project with a start and end point (e.g. Opportunity Sale, Latitudes Story Telling Festival, Fashion Show Fund Raiser). Few are stepping into long term commitments with Council and committees, and even fewer are interested in leadership roles (e.g. Chair). We simply do "not have the time", some feel they have
"done it in the past" and some are striving to give of themselves in different or "more meaningful" hands-on ways (Out of The Cold).
The Church Council & Standing Committees have the ultimate authority and accountability for the success and well being of Trinity and a review of this organizational structure is being undertaken by Council. In the meantime we suggest it is essential to consider how staff can provide increased support for committees to help reduce the burden on the few that are involved. Concurrently we are also exploring the principles of the Emerging Spirit initiative and how we might become more welcoming and open to a different style and modus operandi.
Following staff interviews, lengthy discussion, and consideration for the work that needs to be done, we attempted to suggest pragmatic and innovative solutions. Primary "church office functions" were identified and estimations of time proposed for each. Recommendations have been made to support Trinity in delivering all ministries, including communication matters. Some recommendations support a bigger vision for nurturing an internal culture that is exceptionally thoughtful and collaborative. Other recommendations include enhancing the office layout to be more efficient and considerate of the work to be done. Staffing the vision will take place as soon as possible.
For more information, including a copy of the Complete Report and Recommendations please contact <VisionReport@tuckitchener.org>