Presbytery of New Brunswick

Presbytery of New Brunswick COMMITTEECOMMITTEE ONON MINISTRYMINISTRY HANDBOOKHANDBOOK 20162016820 Silvia Street Ewing, New Jersey 08628 (p) 609/882-9521 (f) 609/882-9524 www.presnb.org [email protected]; [email protected]; [email protected] Table of ContentsTopic Page1.0 BASIC IDEAS 3 2.0 RESOURCES 7 3.0 THEOLOGICAL REFLECTIONS ON THE WORK OF COM 8 4.0 THE COMMITTEE ON MINISTRY AND THE SESSION 10 4.01 The Triennial Visit 10 4.02 Personnel Committees, Policies, and Ministry Review 10 4.03 Salary Guidelines and their Application 12 5.0 THE COMMITTEE ON MINISTRY AND TEACHING ELDER MEMBERS 12 5.01 Annual Reports and Validation of Ministries 12 5.02 Pensions, Medical, and Other Benefits 12 5.03 Parish Associate Relationships 13 5.04 Visits with Teaching Elders 13 5.05 Pastoral Support of Teaching Elders 13 5.06 Assisting Teaching Elders to Relocate 14 6.0 THE DISSOLUTION OF PASTORAL RELATIONSHIPS 14 6.01 The General Process & COVENANT OF CLOSURE 14 6.02 After the Relationship is Dissolved 16 6.03 Issues Related to Involuntary Termination 17 7.0 CHURCHES IN TRANSITION 18 7.01 The Role of COM, the COM Liaison Team, and the Executive Presbyter and Stated Clerk 21 7.02 Immediate Decisions 21 7.03 The Role of an Interim Pastor and Transition Team 22 7.04 Determining the Future Mission of the Church 22 7.05 Election of a Pastor Nominating Committee 23 7.06 The Church Leadership Connection 25 7.07 Describing the Congregation and Its Needs and Priorities 26 7.08 Reading and Evaluating the Personal Information Forms 26 7.09 Gathering Other Information about Promising Candidates 28  Contacts and references 28  Sermon recordings 29  Telephone interviews 29  Checks with current Governing Body 29 7.10 Visits, Interviews, and Decisions 30 7.11 The Pastor Nominating Committee, the Candidate, 2 and the Committee on Ministry 32  Meeting with the Committee on Ministry 32  Required documentation 33  Prior review of Terms of Call 33 7.12 The Session and the Congregational Meeting 33 7.13 Examination by the Presbytery, Approval of Call, and Transfer of Membership 35 7.14 The Service of Ordination/Installation 35 7.15 Discharge of the Pastor Nominating Committee 36 7.16 New Teaching Elder Training and/or Early Ministry Institute 36 7.17 Calling an Associate Pastor 36APPENDICES 1. Pastoral Contract & Compensation Standards 2. AA/EEO Plan of New Brunswick Presbytery 3. Policy on Pastoral Succession 4. Criteria for Continuing Membership 5. Sexual Misconduct Policy and Ethical Standards 6. Options for Pastoral Service 7. Guidelines for Those to be Examined for Reception Into Presbytery 7. (Addendum) Validated Ministry ‘in other service to this church.” 8. Guidelines for Those to be Ordained or Installed by the New Brunswick Presbytery 9. Covenant of Closure and Exit Interviews 10. Interim Ministry Process: Rationale and Procedures Guide 11. Policy on Criminal Background Checks 12. Triennial Session Visit Guidelines 13. Parish Associate Guidelines 14. Parental Leave Policy 15. Glossary of Commonly Used Terms 16. Calculating Vacation Days for Part-Time Pastors31.0 THE PRIMARY RESPONSIBILITY OF COM1.01 The committee formerly called the Committee of Ministry (COM)’s primary responsibility is “to serve as pastor and counselor to the teaching elders and Certified Christian Educators of the presbytery, to facilitate the relations between congregations, teaching elders, and Certified Christian Educators, and the presbytery, and to settle difficulties on behalf of presbytery when possible and expedient.” (G-3.0307) The primary responsibilities of the COM are best fulfilled by fostering healthy ministries in the congregations of the presbytery.Health, wellness, wholeness, well-being: all these English words come from a common root word that connects to the Hebrew word, shalom. Shalom is variously translated as a greeting akin to “hello,” as peace, and as wholeness, health and well being. God’s will for the shalom, the peace and health, of God’s people is a theme found in every part of the Bible.Yet health in congregational life is not so easily defined as health in a human body. The shape of congregational life varies from one place to another. Not every church can or should engage in precisely the same forms of worship, Christian education, congregational fellowship, or service to the world beyond the church building. We might be tempted to say that healthy congregations, like beauty, are in the eye of the beholder. The marvelous diversity of healthy congregations might even encourage us to conclude that healthy congregations can only be known when we see them. However, there are some shared characteristics that are discernible in most healthy congregations.CHARACTERISTICS OF HEALTHY MINISTRY:Healthy congregations can be found in inner city settings, on the square in county seat towns, and nestled into suburban developments. Yet in all the variety of healthy expressions of ministry, healthy congregations are alike in sharing many of these norms and behaviors: Vibrant faith in God is expressed in lively, faithful worship and in a commitment to engage in ministries of justice and compassion.  Caring response to the needs of people outside the church is as important as fostering relationships of friendship and caring within the congregation.  Following God’s intentions for the congregation is more important than maintaining buildings or merely balancing the budget.  Respect for tradition and the past is balanced by flexibility and creativity.  People of all ages are growing in wisdom and knowledge.  Relationships of friendship and mutual accountability provide the context for inclusive hospitality and respectful evangelism.  Respect, accountability and trust rather than control, individualism and secrecy characterize relationships within the congregation.  Clear structures of authority and decision-making are coupled with open access to those structures by the entire congregation.  Transparency and openness in regard to communication, information sharing and decision-making are balanced by appropriate and respectful treatment of confidential information.  Respect for the authority of called and elected leaders is coupled with the awareness that leaders are only part of a very complex organism. 4  Congregational self-confidence is balanced by appropriate humility.In the Foundations of Presbyterian Polity the Mission of the Church is described in the great ends of the church.The great ends of the church are the proclamation of the gospel for the salvation of humankind; the shelter, nurture, and spiritual fellowship of the children of God; the maintenance of divine worship; the preservation of the truth; the promotion of social righteousness; and the exhibition of the Kingdom of Heaven to the world. (F-1.0304)Congregations, like the people who are part of them, are gifted and flawed, faulty and faithful, often messy and always thoroughly human. No congregation will ever fully live up to the ideal of the Great Ends of the Church. However, when congregations are healthy, they are able to devote their best energies to fulfilling God’s call to them, as each congregation finds its way to respond to the claims of God on the people of God.Committees/Commissions on Ministry that are healthy devote their best energies to helping the ministries of the presbytery to be healthy. As they do, they partner with God in bringing to reality the Great Ends of the Church.What is the COM?The Committee on Ministry is that committee in each presbytery charged by the Constitution of the Presbyterian Church (U.S.A.) to. . . serve as pastor and counselor to the teaching elders and Certified Christian Educators of the presbytery, to facilitate the relations between congregations, teaching elders, and Certified Christian Educators, and the presbytery, and to settle difficulties on behalf of presbytery when possible and expedient.” (G-3.0307)During months without a Stated Meeting of the Presbytery, COM has been authorized to find in order calls issued by churches, to approve and present calls for service of teaching elders, to approve the examinations of teaching elders transferring from other presbyteries, to dissolve the pastoral relationship in cases where the congregation and pastor concur, and to dismiss teaching elders to other presbyteries, with the provision that all such actions be reported to the next stated meeting of the presbytery." (G-3.0109b)The Committee on Ministry is responsible for the health of ministry in the presbytery, attending to the well- being of congregations and their faithfulness in responding to God’s call to them as well as the nurture, support and professional development of church professionals, including teaching elders of the Word and Sacrament, Certified Christian Educators, and, in some presbyteries, Commissioned Lay Pastors. 5 What are the responsibilities of the COM?The Committee on Ministry is to serve as pastor and counselor to the teaching elders and Certified Christian Educators of the presbytery, to facilitate the relations between congregations, teaching elders, and Certified Christian Educators, and the presbytery, and to settle difficulties on behalf of presbytery when possible and expedient.” (G-3.0307) The COM of the Presbytery of New Brunswick seeks to do this by: a. visiting regularly and consult with each teaching elder in the presbytery; report to presbytery the type of work in which each teaching elder of the presbytery is engaged; require an annual report of each teaching elder performing work which is not under the jurisdiction of the presbytery or a higher governing body of the church. b. making recommendations to presbytery regarding calls for the services of its teaching elders. c. counseling with churches and their Pastor Nominating Committees regarding calls for permanent pastoral relations. d. counseling with churches regarding the advisability of calling a designated pastor. e. counseling with churches regarding stated supplies, interim pastors, interim co-pastors, interim associate pastors, and temporary supplies, providing lists of available pastors, commissioned lay pastors, and qualified lay persons who have been trained and commissioned by presbytery to supply vacant pulpits. f. providing for the implementation of equal employment opportunity for teaching elders and candidates, and reporting to presbytery the steps taken by each calling group to implement equal employment opportunity. g. if authorized by presbytery, finding in order calls issued by churches, approving and presenting calls, approving examination of teaching elders transferring from other presbyteries, dissolving pastoral relationships in certain situations, granting permission to labor within or outside the bounds of presbytery, and dismissing teaching elders to other presbyteries. h. promoting the peace and harmony of the churches. i. counseling with session regarding difficulties in the congregation, acting as mediator in conflict situations, and/or acting to correct difficulties in a conflict situation when asked to do so by the parties involved or when authorized by presbytery to do so.Additional responsibilities of the Committee on Ministry identified by the Book of Order include work with teaching elders joining another denomination or teaching elders transferring to the Presbyterian Church (U.S.A.) from other denominations (G-2.0505) or from other presbyteries, work with teaching elders seeking release from the exercise of ordained office (G-2.057), and dissolution of pastoral relationships (G- 2.0902), if authorized to do so by presbytery. 1.02 Within the Presbyterian Church there are no individuals designated as bishop to have oversight of the several congregations. Rather, that oversight responsibility is held corporately by the presbytery. The presbytery is composed of an equal number of teaching elders and elders from all the congregations within a designated area who exercise oversight of each other collectively. 6 COM exercises oversight responsibilities, on behalf of the entire presbytery, at some of the most crucial and delicate times in the life of congregations.1.03 The COM is open to communication at all times with teaching elders, elders who are members of sessions, sessions, Certified Christian Educators, and Certified Lay Pastors within the bounds of the presbytery.1.04 COM has found it highly desirable to maintain personal continuity in its relationship with congregations. Liaison teams, usually composed of a teaching elder and an elder serving on the Committee, are assigned to each congregation of the Presbytery. These persons are expected to become well acquainted with a congregation and to serve as the point of first contact between a congregation and COM.1.05 The Book of Order does not prescribe the processes by which COM implements those responsibilities. These processes are intended to serve the interests of teaching elders, Certified Christian Educators, and congregations and have been developed through the experience of the committee over many years as well as being shaped by the resources of the denomination and the circumstances of a particular time in the life of the church. Occasionally the Committee is perceived as interfering or being unnecessarily directive or restrictive. Most of these misunderstandings occur because of the lack of early and thorough information about the processes used by COM. Consequently, the Committee on Ministry of the Presbytery of New Brunswick has developed and revised this handbook to define its processes in one document and to make that information publicly available to teaching elders and congregations.1.06 COM deals with many sensitive issues. Maintaining confidentiality is a critical obligation of service on the committee. Consequently, each member of the committee is expected to sign the following Covenant of Confidentiality:As a member of the Presbytery of New Brunswick’s Committee on Ministry (COM), I may be aware of and/or provided with access to highly sensitive personal, proprietary, and/or otherwise confidential data. This can include information on Teaching Elders of the Word and Sacrament and their families, churches, members and officers of congregations, presbytery staff, members of other judicatory bodies, certified Christian educators, commissioned lay pastors, and more.I, therefore, pledge to maintain in strictest confidence the information to which I have access from written documents, electronic mail, and oral conversations. I will use my access to confidential information for the sole purpose of conducting legitimate COM business.11.07 COM organizes itself into five teams with responsibility for particular areas of the committee’s responsibility: Transition Team; Clergy Care Team; Crisis Team; Administrative Team; and Congregational Development Team. RESOURCES 1 7 2.01 The Committee on Ministry is supported in its work by both the Executive Director and the Stated Clerk of the Presbytery who share responsibility for providing staff support for COM. Although each has different functions within the presbytery and in relationship to COM, both are experienced with the processes of the committee and with the teaching elders and congregations of the presbytery.  The Executive Director (ED) is the chief administrator of the Presbytery of New Brunswick. As such, the ED is responsible for helping the governing body implement its decisions by working with and through persons to accomplish goals and includes developing leadership, planning, communicating, organizing, budgeting, supervising and evaluating. With particular regard to COM, the Executive assists in the training of the committee and of the Pastor Nominating Committees, assists in implementing the church- wide and presbytery plans for affirmative action/Equal Employment Opportunity, makes reference checks regarding candidates for pastoral positions, and is the person in the presbytery authorized to use the Church Leadership Connection for purposes of matching teaching elders seeking a new call with churches seeking pastoral leadership.  The Stated Clerk is the ecclesiastical officer of the Presbytery. The Stated Clerk serves COM in two primary functions: as interpreter of the Constitution of the Presbyterian Church (U.S.A.) and as the keeper of records for the presbytery and as the official correspondent with other governing bodies. Both of these functions are critical to the work of COM. Many elements of the work of COM deal with matters that involve nuances of constitutional understanding. This is especially true of matters concerning ordination of candidates, the reception of teaching elders from other governing bodies or denominations, or the discipline or termination of teaching elders. However, constitutional questions may arise in other aspects of the work of the committee. All correspondence with other governing bodies regarding teaching elders’ credentials or membership is channeled through the Stated Clerk. The Clerk is responsible for documenting the transfer of a teaching elder from one presbytery to another; for documenting the ordination of teaching elders, and for ensuring that denominational offices have accurate information about each teaching elder. The Stated Clerk is also responsible for doing a criminal background check on prospective teaching elder members. If the ED is not available, the Stated Clerk should be called on to check references, train PNCs, etc.2.2 There are many print resources available to COM members. These include:  The Bible  The Book of Order - (The Annotated Edition may be especially helpful for the COM Moderator)  The Advisory Handbook for Ministry Committees/Commissions available for download from http://oga.pcusa.org/section/mid-council-ministries  On Calling a Pastor: a Manual for Churches Seeking Pastors http://www.pcusa.org/resource/calling-pastor/  On Seeking a Call: A Manual for Church Professionals Considering New Ministries (Download Only.) www.pcusa.org/clc/resources  Resources from the PC(USA) website, especially those for the use of the COM – www.pcusa.org/teaching elders  Church Leadership Connection website – www.pcusa.org/clc  This Presbytery of New Brunswick COM Handbook  Benefits Administrative Handbook for presbyteries, synods, etc. (from Board of Pensions) www.pensions.org/publications8  Standards for Ethical Conduct --published by Office of the GA, available for download from www.pcusa.org/oga/publications/ethical-conduct.pdf.  The Sexual Misconduct Policy of this Presbytery—see Appendix 5  Sexual Misconduct Policy and Its Procedures -- published by the Office of the GA, available for download from www.pcusa.org./oga/publications/sexual-misconduct-policy.pdf  The Presbytery of New Brunswick Directory – request from [email protected]  Name, address, phone, and e-mail of frequently used resources such as: Church Leadership Connection - 100 Witherspoon St., Louisville, KY 40202-1396 1-888-728-7228 – ext. 5730 www.pcusa.org/teaching elders  Board of Pensions - 1-800-773-7752 or www. pensions.org  Presbyterian Distribution Service - 1-800-524-2612 or http://www.store.pcusa.org 2.0 SOME THEOLOGICAL REFLECTIONS ON THE WORK OF THE COMThe “greater” churchThe Book of Order gives to the COM the responsibility for the ministry of the presbytery to its congregations and church professionals. However, that care can never be limited merely to issues of wages, hours, and work rules or to consideration of the needs of the individual person or congregation unrelated to the needs and mission of the rest of the church. It involves concern for personal and corporate integrity, for matching personal leadership skills and commitments with the needs of the Church of Jesus Christ, and for applying the values and norms of the Presbyterian Church (U.S.A.) to particular persons and situations. This is the heart of Presbyterian “connectionalism,” which is provided for in the Book of Order:The mutual interconnection of the church through its councils is a sign of the unity of the church. Congregations of the Presbyterian Church (U.S.A.), while possessing all the gifts necessary to be the church, are nonetheless not sufficient in themselves to be the church. Rather, they are called to share with others both within and beyond the congregation the task of bearing witness to the Lordship of Jesus Christ in the world. (G-3.0101).The councils of The Presbyterian Church (U.S.A.) are the session, the presbytery, the synod, and the General Assembly:The Presbyterian Church (U.S.A.) is governed by councils composed of presbyters elected by the people (F-3.0202). These councils are called the session, the presbytery, the synod, and the General Assembly. All councils of the church are united by the nature of the church and share with one another responsibilities, rights, and powers as provided in this Constitution. The councils are distinct, but have such mutual relations that the act of one of them is the act of the whole church. The jurisdiction of each council is limited by the express provisions of the Constitution, with the acts of each subject to review by the next higher council. Powers not mentioned in this Constitution are reserved to the presbyteries. (G-3.0101)Thus, the responsibilities given the COM are all “theological” responsibilities in the most basic and practical sense: they require a COM to engage constantly in reflection, judgment, and discernment of how God is 9 present and what God’s will is for teaching elders and churches not only in particular situations but also in light of the work and will of the greater church.The particular churchThe Task Force on the Theology and Practice of Ordination to Office presented to the 208th General Assembly (1996) a report titled “A Ministry of Service,” which it identified as a guide to theological understanding of the church and its leadership. In what follows, elements are drawn from the guide which provide a checklist of the theological issues that are present, acknowledged or not, in the issues and situations that present themselves to a COM every time it meets.1. The Church as Divine Gift and Human Institution The church is a covenant community called into being by God, with Christ at its head, and is appropriately called the “body of Christ.” Just as Jesus Christ is human as well as divine, so is Christ’s body, the Church, both a divine gift from God and a human institution. Thus the church seeks to order its life not only by Scripture, but also by the best understandings of human institutions.2. The Church as a Fellowship of Believers and as a Missionary Community The Church exists not only for the growth and maturity in Christ of its members, but also has a mission to bear witness to the gospel and to God’s Reign through its proclamation and through its deeds of compassion and reconciliation.3. The Church as Being and Doing The Church must be clear first about what it is over against the demands of the culture, but it must also be clear about its responsibilities to engage in service to and for God.4. The Church as Local Congregation and as Presence of the Church Catholic The congregation is the primary form of the Church, where members worship, are nurtured, and receive pastoral care; however, the church in a particular congregation is also part of the church universal, or the church catholic. Similarly, those ordained are ordained “in the Church of Jesus Christ,” even though they function within the context of a particular congregation.5. The Church as a Present Reality and as a Foretaste and Sign of the Kingdom We may be conscious of the church’s past, and we are most often occupied by the Church in the present, but the Church is also the present sign of the coming rule of God.Call and leadershipThe “Final Report of the Advisory Group for the Call System” presented to the 209th General Assembly (1997) provides the church with theological convictions about both the call to serve in positions of leadership and about the nature of leadership itself.In Regard to the Call10 …God calls the Church into being. God calls certain people to leadership roles within the Church…Calls result in leadership within particular contexts. Calls to church professions are calls to leadership in calling bodies…Calls demand high expectations and accountability.”In Regard to Leadership …God gives specific leadership facilities and styles to particular individuals…Leadership in the church is a particular kind of relating and communicating. Leaders of the church find their model for leading in the person of Jesus, who came ‘not to be served but to serve’ (Matthew 20:38).Ethical considerations in the work of the COM  Since the Committee on Ministry is charged with the responsibility to provide pastoral care for church professionals and nurture and counsel for congregations, it is critical that the COM exhibit high ethical standards. In 1998 the General Assembly approved Standards of Ethical Conduct for all members of the Presbyterian Church (See Appendix 5 ) COM has established its own standards for the use of information about persons and congregations. (see 1.06 above). The spiritual dimensions of the work of the COM  The COM is charged with a long list of very important responsibilities on behalf of the presbytery and for the sake of Christ’s church. The COM does not and cannot work in isolation from other groups and persons in the presbytery or in the church at large. This means that COM members, no matter how wise, talented, faithful, experienced or energetic they may be, are called to be partners. They partner with one another, with the church professionals and congregations they serve, with presbytery staff and with other committees of the presbytery, with synod and General Assembly, and, most especially, with God.  The work of the Committee on Ministry will be done best, most faithfully and most creatively when it is done in a context of prayer, discernment, and worship. The most important preparation for any encounter between a member of the COM and a church professional or a congregation is prayer for the individual, the congregation, the relationship and the coming meeting.  As partners in ministry, COM members enter into relationships with an attitude of respect and appreciation for the congregations and individuals they encounter. COM members bring significant authority and substantial resources to meetings with those people. Their authority and their assistance are most likely to be accepted if they are offered in a spirit of collegiality and in a context of ongoing relationships of trust and care.4.0 THE COMMITTEE ON MINISTRY AND THE SESSION4.01 PERSONNEL COMMITTEES, POLICIES, AND MINISTRY REVIEWThe Committee on Ministry encourages every Session to establish a Personnel Committee. In the experience of COM, an active and engaged Personnel Committee is one of the major ways of ensuring a harmonious relationship between pastor(s), other employees, and the congregation. A Personnel Committee should reflect the age and gender diversity within a particular congregation. It is critical that the members are selected for their maturity and sound judgment in dealing with people and they must be committed to maintaining the confidentiality of their discussions. The pastor, as Moderator and staff supervisor, should be an ex officio member of the committee. One of the session members should be the chairperson of the committee since it operates under the authority of and reports to the Session. 11 Periodically, COM offers a workshop for Session Personnel Committees. However, at any time, the COM liaison team and the Executive Director or Stated Clerk can provide assistance at the request of either the pastor(s) or the Personnel Committee.Personnel Committees have several important functions: (1) They set expectations for what each teaching elder or lay employee will accomplish. These expectations are expressed both in a position description which identifies duties, responsibilities, and relationships as well as in a set of annual goals developed in collaboration with the employee. Such a position description and annual goals are important for every position in a church, whether teaching elders or laity, professional or non-professional. The committee should be involved in the development of the position description and goals for ministry and leadership for every teaching elder and Certified Christian Educator at the church; the committee may delegate the development of position descriptions and goals for other employees to the Pastor or another session committee. (2) The Personnel Committee conducts ministry reviews or evaluations in relation to the agreed-upon expectations for every teaching elder. They may do the evaluations for other staff or delegate that function to the Pastor. There are a number of approaches to annual reviews,2 both for teaching elders and lay employees. The precise approach may be less critical than that there is a consistent and transparent plan that is followed. There are elements in the review of teaching elders and certified educators that are different from those in private business or industry. The Personnel Committee typically will be responsible for making recommendations to Session regarding the mandated annual review of compensation for all staff (G-10.0102n) and for changes to the terms of call of the pastor(s). (3) The Personnel Committee interprets job expectations and evaluations to the congregation as appropriate. The committee may need to serve as a buffer by informing the congregation that particular goals and/or priorities have been agreed to with the pastor(s) and, consequently, the pastor(s) is not able to respond to all requests from individual congregants. (4) The Personnel Committee provides counsel and support to all staff members. Such conversations are not limited to the role and function of the staff member within the particular church but may include career aspirations and plans, or personal issues. The Personnel Committee needs to be aware of other resources, e.g., counseling services or spiritual directors, to which it is appropriate to refer teaching elders or other church staff.It has become increasingly important for Sessions, usually at the initiative of Personnel Committees, to adopt written personnel policies. Usually these policies need not be lengthy. For the protection of both employer (the congregation) and the employee, it is important that such things as pre- employment criminal background checks, terms of employment, working conditions, expectations and provision for annual reviews, vacation time, holidays, sick leave, continuing education/spiritual direction allowances, maternity/paternity leave, child care allowances, insurance and any other benefits be clearly identified. Sessions are also strongly advised to adopt a policy regarding sexual abuse and misconduct and to document that this has been communicated to all employees and volunteers who work with children and youth. The creation of such policies can serve as a catalyst for a session to review its entire risk management strategy. Again, COM and presbytery staff can assist in the development of policies.4.03 SALARY GUIDELINES AND THEIR APPLICATION2 12 Part of the promise made by a congregation to a new teaching elder is “…to pay him/ her fairly and provide for his/ her welfare as he/she works among us;” (W-4.4006b(3)) Because the Committee on Ministry is charged with pastoral concern for teaching elder members of Presbytery and for Certified Christian Educators, it is obliged to monitor the call provisions between a congregation and a teaching elder or educator—for continuing members as well as for those newly called. To address the concern for adequate remuneration, the Presbytery of New Brunswick has adopted the compensation guidelines that appear in Appendix 1 as “Pastoral Contract and Compensation Standards.” Annually, the Committee on Ministry recommends to Presbytery a minimum effective salary. The COM also recommends to congregations and other employing agencies appropriate adjustments to teaching elder/educator compensation for factors that affect the buying power of teaching elders such as inflation, changes in tax law, social security rates, or benefit premiums or deductibles.In preparing employee compensation recommendations for Session action, a Session Personnel Committee should give serious attention to the implementation of ministry goals, merit factors, and equity with teaching elders/educator peers as well as to external economic influences. As indicated above, COM offers its resources to the Personnel Committees of particular congregations to assist in developing review procedures and in the assessment of individual factors relating to compensation.5.0 THE COMMITTEE ON MINISTRY AND TEACHING ELDER MEMBERS5.01 ANNUAL REPORTS AND VALIDATION OF MINISTRIESThe Committee on Ministry is mandated to visit regularly and consult with each teaching elder of the presbytery (G-2.0502). Annually, COM reports to the presbytery regarding the type of work in which each teaching elder is engaged. This is done by presenting to the presbytery membership rolls organized by the several categories of continuing membership: Active-within congregations; Active-in other service to this church; Active-in service beyond the jurisdiction of this church; Honorably Retired; Member-at-Large; and Inactive. COM also presents a roll of Certified Christian Educators, and of Commissioned Lay Pastors. Each year COM requires a report from every teaching elder engaged in a work that is validated as “In Other Service of This Church” (G-2.0503a) or “In Service Beyond the Jurisdiction of the Church” (G-2.0503a) as well as those on the Member-at- Large Roll (G-2.0503b) or the Inactive Roll. The forms for reporting the nature of their work in ministry are provided to the teaching elders by the Stated Clerk and the responses are used by COM to review and, as appropriate, re-validate such ministries, using the standards set forth in G- 2.0503a). Teaching elder members taking or changing positions in other service to the Presbyterian Church (U.S.A.) or one of its entities or to a ministry beyond the jurisdiction of the Presbyterian Church must seek approval from COM.5.02 PENSIONS, MEDICAL, AND OTHER BENEFITSThe Presbyterian Church (U.S.A.) has its own Benefit Plan for both pension and medical coverage. Almost all Presbyterian teaching elders are members of this plan and those serving congregations in an installed position are required to participate in the plan (G-2.0804). Each congregation is required to pay the dues on behalf of its pastor(s). The dues are calculated as a percentage of effective salary, which includes a housing allowance or use of a manse, and other compensation paid to the pastor(s). In the event of a pastor leaving, the congregation continues to pay “vacancy dues” as part of the shared commitment to provide retirement income to all pastors. The Executive 13 Director, the Stated Clerk, and the Committee on Ministry are notified quarterly of any churches that are in arrears on their payments.The retirement plan and the associated medical, disability, and life insurance benefits are administered by the Board of Pensions of the Presbyterian Church (U.S.A.), one of the oldest organizations in the U.S. for the provision of retirement benefits. The Board maintains a system of regional representatives to assist participants with matters relating to the several benefits. In addition, COM provides a “Pension Liaison” within the Presbytery to serve as an immediate source of information. Presbytery staff can assist with communication problems, filing of claims, or other concerns regarding the Board of Pensions. COM members should be familiar with the following documents available on the BOP website, www.pensions.org.  Understanding Effective Salary  Information for Members Planning to Retire  Social Security and the Benefits Plan for Teaching elders and Churches  Tax Guide for Teaching elders and Churches, Richard R. Hammar, an annual publication  Federal Reporting Requirements for Churches, Richard R. Hammar, an annual publication The Board of Pensions also provides two plans through which a church or other church agency may provide medical and other benefits to lay employees. The Pension Liaison can assist a session that is considering this possibility.5.3 PARISH ASSOCIATE RELATIONSHIPSTeaching elders who are serving in validated non-parish situations , Members-at-Large, and Honorably Retired who wish to maintain a close relationship with a particular congregation are encouraged to seek Parish Associate status. The relationship between the parish associate, the session, and the presbytery may be established by nomination by the Pastor with the concurrence of the Session and with the approval of the Committee on Ministry and the Presbytery. COM requires a brief description of the responsibilities of the Parish Associate and the remuneration, if any. Guidelines are provided in Appendix 13.The Committee on Ministry strongly encourages all non-parish teaching elders to become actively involved with one of the congregations of the Presbytery Becoming a Parish Associate is a public declaration of commitment to the ministry of a particular church (G2-0503a). 5.04 VISITS WITH TEACHING ELDERSEach teaching elder/educator has direct access to the Committee on Ministry and may request a personal consultation at any time. The Executive Director is also called upon to provide counsel to teaching elders. The contact should be made initially with the COM liaison or the chair of COM.5.05 PASTORAL SUPPORT OF TEACHING ELDERSServing as a pastor can be very stressful. The Presbytery of New Brunswick strongly encourages each pastor to be an active participant in a teaching elder support group as a means of sharing concerns within a supportive and confidential context. COM has, and is willing to, help facilitate the development of new support groups as the need arises. The Presbytery employs an 14 experienced teaching elder to serve as a “pastor to pastors and their families” within this presbytery.5.06 ASSISTING TEACHING ELDERS TO RELOCATEIt is not uncommon for a teaching elder to seek a new call because of a perceived need to relocate. This may be motivated by such factors as changes in ministry goals or a need for career growth, by a job change by a spouse, by a sense that one’s ministry in a particular congregation is nearing completion, or by conflict with the congregation currently served. The Committee on Ministry and the Executive Director are resources to a teaching elder contemplating relocation.The Executive Director is prepared to assist teaching elders on a confidential basis to prepare their Personal Information Form (PIF) and to help enter it into the Church Leadership Connection (CLC), the web-based service of the denomination that helps in the matching of teaching elders and congregations or governing bodies. Often, after the completion of a first draft of the Personal Information Form (PIF), a consultation with the Executive Director, Stated Clerk, or the chair of COM can be helpful in assuring the presentation of personal strengths. Before a teaching elder’s PIF is processed in the Church Leadership Connection, the Stated Clerk must certify on-line that the member is in good standing and that there are no charges pending. The Executive Director is frequently involved in matters of reference checks. Because Pastor Nominating Committees do check references on candidates, it is advisable to include the name of the Executive Director or the chair of COM as a primary reference. Because it is wise for a candidate for a pastoral position to check references on a particular church, the Executive Director is often able to provide this service and to obtain information about a church that may not be included in the Church Information Form.It can be very disruptive for a congregation when they perceive that they are being visited frequently by Pastor Nominating Committees. Most PNCs are well coached in this process but some are not. Since most visits by PNCs do not result in a call, it is wise for the pastor being visited to suggest ways for the visitors to be as inconspicuous as possible. If the visiting PNC seeks a private interview as part of their visit, it is wise to arrange a time and place away from the church for this purpose.6.0 THE DISSOLUTION OF PASTORAL RELATIONSHIPSG-2.0901 provides: An installed pastoral relationship may be dissolved only by presbytery. Whether the teaching elder or the congregation, or the presbytery initiates proceedings for a dissolution of the relationship, there shall always be a meeting of the congregation to consider the matter and to consent, or decline to consent to dissolution.6.01 THE GENERAL PROCESS & COVENANT OF CLOSURE The dissolution of a pastoral relationship and the departure of a pastor is a stressful time for all involved. For the pastor, there is the fear of the unknown, whether it is adjusting to retirement or adjusting to the circumstances of the next call. A congregation losing a beloved pastor is fearful of 15 facing the future without their familiar pastoral leader, uncertain of their capacity to function on their own, and afraid that they will not be attractive to the kind of pastor they want. When the pastor has been in place for many years, the anxiety experienced by the congregation can be extreme. Yet this can be an opportunity for a congregation to develop a new vision of their mission and for new lay leaders to emerge. The Committee on Ministry plays a crucial role in helping a congregation through this time of transition—reassuring the congregation that they are not alone but have the support of the Presbytery and the other congregations—and serving as the expert guide in navigating the unknown waters between installed pastors.Summary of Necessary Steps upon the Resignation / Retirement of a Pastor 1. The Pastor contacts the Committee on Ministry and the Executive Director prior to announcing resignation/retirement to the Session. 2. COM liaison is present when pastor makes announcement to Session and, subsequently, to the congregation. 2. COM liaisons meet with Session to outline next steps. 3. Session sets a date for a congregational meeting to vote on the request for dissolution of the relationship, ensuring that proper notice is given. 4. Session makes plans for appropriate recognition of pastor’s leaving. 5. Session (or the appropriate Session committee) lines up preachers and worship leaders for Sunday worship and pastoral services for other needs. 6. COM appoints a Moderator of the Session to work with session until an interim pastor is in place. 7. Session plans for the payment of vacancy dues to the Board of Pensions and honoraria for pulpit supplies until an interim pastor is in place. 8. Session appoints a transition team to seek an interim pastor and to regularly communicate with the congregation about the transition process. Session informs COM liaisons of the appointment of the transition team and invites their participation. (See discussion of Transition Teams in Appendix 10). 9. Session plans ways to strengthen the congregation to continue to “Be the Church.”Under most circumstances, the announcement of the departure of the pastor will come as a surprise to the congregation. The announcement that he/she is requesting the presbytery to dissolve the relationship sets up an entirely new attitude and set of expectations within the congregation. A number of steps need to be taken in sequence to make this process go smoothly (G-2.0902-G-2.0904). The pastor needs to inform the COM Liaison Team and Chairperson, as well as the Executive Director. This can even be done upon accepting an invitation to candidate for a call or, in the case of retirement, as initial arrangements are made with the Board of Pensions. Informing these people at the earliest moment provides an opportunity to clarify and plan the subsequent steps and enables the Presbytery to be in a position to assist the congregation through a stressful period.  Setting a termination date is a matter of some delicacy. Departing too soon after the announcement creates an appearance of haste and may evoke unintended emotions. Waiting too long after making an announcement puts the pastor in an ambiguous situation and may prevent a congregation from beginning to plan for interim leadership. It is recommended that under ordinary circumstances the termination be not less than three nor more than six weeks 16 following congregational action on the dissolution. In the case of retirement, the announcement of the pending retirement should be made no more than four months in advance of the actual retirement date.  The pastor calls a meeting of Session to make his/her announcement. The Session does not act on the dissolution request but calls a congregational meeting to act on the pastor’s request. A termination date is announced at the Session meeting. Terms of the present call continue to the termination date. It is not usual to include “severance pay” in the dissolution arrangements. It is important for the pastor and Session to review whether all obligations, e.g., payments to the Board of Pensions, unused vacation time, etc. have been dealt with. The COM liaison team should be present at this meeting to demonstrate the Presbytery’s support of the congregation, to explain the Covenant of Closure (see Appendix 9) to the pastor and the session and obtain their agreement, and to assist the Session with immediate plans for temporary pastoral services. The congregational meeting is held after due notice has been given to the members. (G- 7.0303b). The COM liaisons can assist the resigning/retiring pastor in determining whether he/she should moderate the meeting or should request another moderator. At this meeting, the congregation is asked to concur in the request that Presbytery dissolve the pastor relationship. In addition, the congregation votes on any special provisions to the termination and elects a representative from the congregation to verify before Presbytery the action that has been taken. The COM liaisons interpret the Covenant of Closure to the congregation. The congregation also begins to plan for any farewell activities to be held before the pastor leaves or determines the proper group in the congregation to make such arrangements. Two important actions take place at the next meeting of the Presbytery. The Committee on Ministry recommends dissolution of the pastoral relationship with the verification of congregational actions by the elected representative(s); COM recommends a person to be named as Moderator of that Session by the Presbytery.6.02 AFTER THE RELATIONSHIP IS DISSOLVEDThe Covenant of Closure (Appendix 9) was developed because conflict frequently arises in situations where the expectations of the congregation and/or the retired or relocated former pastor are not clear. Because such conflict inhibits a congregation from developing a new vision and understanding of their mission and impairs the development of a healthy relationship with an interim pastor or the next installed pastor, the Presbytery of New Brunswick has adopted the following principles to safeguard the vitality of the congregation and to facilitate sound transitions and the development of a healthy relationship with a new pastor. The former pastor shall not worship on a regular basis with his/her former congregation, and shall abstain from worship with that congregation during the pastoral vacancy or while the congregation is served by an interim pastor.  The former pastor shall not involve himself/herself in any leadership or advisory role (public or private) in the former congregation.  The former pastor shall not intervene, support or give advice to anyone involved in a congregational disagreement or dispute.  The former pastor shall not officiate in any special events in the lives of former parishioners or of the congregation, including weddings, funerals, baptisms, worship leadership, church 17 anniversary activities, etc. UNLESS EXPRESSLY INVITED by the Moderator of the Session. (G- 2.0905)  Requests for pastoral services by former parishioners should be refused and such requests should be referred to the new pastor or interim pastor.  It is not expected that friendship with individuals in the former congregation will be terminated. It is expected that former pastors will refrain from giving opinions or directions regarding church business.6.03 ISSUES RELATED TO INVOLUNTARY TERMINATIONThe Book of Order gives to the Presbytery the power to dissolve the relationship between a church and its pastor or associate pastor (G-2.0904). This usually occurs at the pastor’s request as described above. However, G-2.0903 recognizes that a congregation may request such dissolution without the pastor’s concurrence. Although the steps in the process are the same as those discussed above in 6.01, the situation is clearly more complicated and COM must play a more active role. The COM liaison team and/or the Session of the church need to discuss with COM the conflict or other difficulties between the pastor and the congregation at an early date. The Crisis Team of COM or another special sub-committee may be charged with inquiring into the circumstances of the difficulty. The initial purpose of COM (G-3.0307) is “to settle difficulties on behalf of the presbytery when possible and expedient.” If mediation fails, the COM may act to correct the difficulties following the procedures outlined in the Rules of Discipline (D2.0101b). If the pastor is accused of specific heretical, illegal, or immoral behaviors such as violations of the Presbytery’s Sexual Misconduct Policy (See Appendix 5), the provisions of the Rules of Discipline govern the actions of COM and the Presbytery. If the alleged offense is any act or omission by a member or officer of the church that is contrary to the Scriptures or the Constitution of the Presbyterian Church (U.S.A.), the Session, COM, or any member thereof should submit to the stated clerk a written statement of the alleged offense, together with any supporting information (D- 6.0202). This will begin the disciplinary inquiry and process provided by the church’s constitution. Since the congregation cannot be deemed to be the cause of such behavior on the part of the teaching elder, it would not normally be required to provide any form of severance compensation. However, the congregation should consider compassionately the needs of the teaching elder’s family.If a congregation seeks to dissolve the pastoral relationship because of a perception of inadequate leadership, matters of personal style, or a general sense of dissatisfaction and in the absence of the kind of allegation and documentation that might lead to disciplinary action, the Committee on Ministry will engage in a more extended process with both the teaching elder and the congregation. COM will attempt to determine the nature of the conflict and to seek its resolution. The Committee may recommend the use of conflict resolution consultants in addition to its own resources before recommending to Presbytery the dissolution of a pastoral relationship. In the event that the pastoral relationship is dissolve in this kind of situation, the congregation may be asked to provide financial severance compensation for the teaching elder. This compensation would normally include salary, pension, health insurance, and housing consideration at the rate of 18 one month’s severance benefit for each year the pastoral relationship has existed up to a maximum of six months of severance compensation, or until other significant employment is secured.In the event of an involuntary termination, the Committee on Ministry retains responsibility and concern for the teaching elder as a member of the Presbytery. This oversight may include recommendations and/or requirements for therapy or other corrective actions. The Committee will immediately begin work with the congregation as with any pastoral vacancy.7.0 CHURCHES IN TRANSITIONSee next page for Figure 119 Model PRESBYTERIAN CHURCH PASTOR NOMINATING COMMITTEEModel 8 Presbyterian Timeline to a Pastor CELEBRATE! Church We are on step #1 MPC holds an installation service for the new Pastor, we give thanks to God!Pastor NOMINATE: Ask Session to call a congregational meeting following a Nominating 7 Candidating Sermon Sunday at MPC. Introduce the Committee candidate to the congregation. The congregation votes on the candidate. If approved by MPC congregation, Presbytery examines and confirms the call.SELECT: Conduct interviews, visit top candidates at their church (without their 6 congregation knowing) or visit at a neutral site, follow-up on references. Pray, confer with COM, extend a call to one candidate.REVIEW: Prayerfully evaluate each Personal Information Form (PIF) received. For 5 strongest candidates, review recorded sermons, publications, and other information. Make initial reference checks. Conduct initial interviews by telephone.SEARCH: Post the CIF on national Presbyterian website, advertise opening, follow-up on referrals, network for recommendations. Rely on Holy Spirit to highlight 4 candidates whom God might be calling.CREATE: Write Church Information Form (CIF) drawing on the Mission Study; produce job description, compensation range, and descriptions of MPC's congregation, 3 mission and ministry. Approved by Session and COM.ORGANIZE: Slate of PNC committee members compiled by Nominating Committee, endorsed by Session and elected by the congregation. Weekly meetings begin, attended by 2 a member of the Presbytery of New Brunswick Committee on Ministry (COM).MISSION STUDY: A Mission Study Team appointed by Session. Home gatherings and other opportunities for members to express their views on the ministry needs of MPC. 1 Survey done during morning worship. Mission Study Team prepares report describing our yearnings and needs, as well as initial actions to be taken. Accepted by Session and presented to congregation in multiple venues. 20 FIGURE 2Inform COM Transition Team Liaison Team of Determining & Selection of Resignation/Covenant Immediate Interim (7.03) Retirement.Of (6.01) Pastoral Pastor(6.03) Closure Services (7.02) Signed (6.02)Developing the Church Election of Pastor Nominating Mission Self-Study Information Form (707) Committee (7.05) Of the Congregation (7.04)Contacts & References (7.09.1) Reading the Personal Information Forms (7.08)Visits, Interviews, and Checks with Current GoverningGathering Other Decisions (6.10) Body(7.09.4) Information (7.09.2- 09.3)The PNC, the Candidate, and Request the Session to Call Congregational Meeting to Call COM (7.11) Congregational Meeting (7.12) (7.12)Discharge of PNC (7.15) Service of Examination by Presbytery, Ordination/Installation (7.14) approval of Call, Transfer of Membership (7.13)Continuing Education and participation in the Presbytery (7.16)21 Figure 1 provides a simple graphic that can be used to communicate with the congregation about where the PNC is in the search process. Figure 2 provides a more detailed graphical representation of the process by which a pastor is chosen for a church. It serves as a useful snapshot of the steps to be taken and the sequence in which they must occur. 7.01 THE ROLE OF COM, THE COM LIAISON TEAM, AND THE EXECUTIVE DIRECTOR AND STATED CLERKCongregations, like individuals, become anxious when facing a change, especially one as significant as the transition from a familiar pastor to a new pastor. The Committee on Ministry is the presbytery’s mechanism for assuring a congregation that they are not alone. There will be people, experienced in the process, to walk with the congregation throughout the period of transition. The major steps in this process are shown in Figures 1 & 2.As indicated in 6.01 above, the COM liaison team to the congregation should be informed as soon as the possibility of the departure of a pastor becomes apparent. The COM liaison team will meet with the Session immediately after the departure has been announced to the Session to explain the tasks and steps facing the church during the period between pastors. The liaison will also explain the Covenant of Closure to the Session. At the congregational meeting to dissolve the pastoral relationship, a member of the liaison team will be present to interpret the Covenant of Closure with the departing pastor and to explain the steps that will follow the pastor’s departure. The Committee on Ministry will recommend to Presbytery the appointment of a moderator of the session, usually at the meeting at which Presbytery votes on the dissolution of the former pastoral relationship. In all these steps, the Executive Director and/or Stated Clerk are available to serve as a resource to COM, the Session, and the congregation.7.02 IMMEDIATE DECISIONS AFTER A PASTOR LEAVESImmediately following the announcement of the departure of a pastor, the COM Liaison Team shall meet with the session to: Introduce the person appointed by the Presbytery as moderator of the session; Provide a list of approved teaching elders who may be available to preach and administer the sacraments on a temporary basis; Discuss with the session the various possibilities for pastoral leadership during the transition. The available alternatives include temporary supply, stated supply, and intentional interim teaching elder. (See Appendix 10 for a description of circumstances which may indicate the desirability or necessity of an intentional interim ministry.)22 7.3 THE ROLE OF AN INTERIM PASTOR AND TRANSITION TEAMThe COM will, upon dissolution of a pastoral relationship but not necessarily after the departure of the pastor, conduct an assessment with the session to determine which of the above three forms of transitional pastoral leadership is most appropriate for the circumstances (see Appendix 10). Because an intentional period of Interim Ministry is most commonly chosen, this section is devoted to the Intentional Interim Teaching elder and Ministry situation.Intentional Interim ministry is a specialized form of ministry for suitable for many congregations in transition between installed pastors. Interim pastors are prepared for this form of service through recognized training programs offered by the Presbyterian Church and other agencies. COM will normally require that any interim pastor serving a congregation in New Brunswick Presbytery have completed at least the first week of the Interim Training program.New Brunswick Presbytery has a process for providing effective interim ministry. (See Appendix 10 for details about this process.) Key ingredients of this process are: Assessment: Making an accurate diagnosis of what the congregation needs based on its experience with previous pastors, the challenges of its situation, and the desires it has for future ministry.  Interim Objectives: Describing particular objectives and tasks for that congregation which need to be accomplished in the interim ministry in order to prepare for the next installed pastor and the congregation’s immediate and longer term future.  Accountability: Conducting an ongoing analysis and reporting both to the congregation and to COM on the progress of the interim ministry toward its objectives.  Support: Providing resources for the continuing education, support, and supervision of the interim pastor and ministry.Interim ministry is a specialized form of pastoral leadership arising from a recognition that a change of pastoral leadership typically puts a congregation into a unique and special place, with both hazards and opportunities for growth and learning about itself and its role in the community. Interim ministry is not necessarily “therapeutic” in the sense of redressing congregational difficulties. Specialized interim leadership may be needed not because a congregation is troubled but because pursuing the growth opportunities of the transition requires specially skilled leadership.If the interim ministry process is chosen, the Session will immediately appoint a Transition Team (see Appendix 10) to prepare a job description and Churchand Church Information Form for the interim position. The Transition Team will then review the resumes and Personal Information Forms of prospective interim pastors and bring a recommendation to Session and COM. The COM liaisons will work closely with the Transition Team during this process.7.4 DETERMINING THE FUTURE MISSION OF THE CONGREGATIONCongregations, like any organism, go through a variety of stages during their years of ministry in a particular community. A time of transition between pastors provides an important opportunity for a congregation to take stock of itself, its strengths and weaknesses, and to seek anew to 23 understand the ministry to which God has called that particular part of Christ’s body. Within the presbytery, there are people with considerable experience in working with congregations to create a vision of their future mission and to develop goals and plans to implement that vision. It should be obvious that it is impossible to call a new pastor who will be successful without having a clear statement of the mission of the congregation and the related needs for pastoral leadership. If such a self-study has not been done in the recent past (two or three years), the first task in the pastoral search process needs to be a mission self-study. This is typically carried out by a Mission Self-Study Team, representative of the congregation and appointed by Session. An interim pastor will usually provide guidance to the Mission Self-Study Team. The COM liaison team will advise the session on the merits of alternative approaches to self-studies and will work with and bring other presbytery resources to the group charged with the mission self-study.7.05 ELECTION OF A PASTOR NOMINATING COMMITTEEAfter the mission self-study has been completed or updated and the Session has determined what parameters (e.g., salary range, manse vs. housing allowance) it wants to provide to the search process, the Session should seek permission from COM to call a congregational meeting to elect a Pastor Nominating Committee (PNC) (or Associate Pastor Nominating Committee) (G-2.0802). The Session also needs to determine the size of the PNC and the process by which persons are nominated for election to the PNC, e.g., asking the congregation’s nominating committee to propose a slate.Determining the size of the committee requires balancing the need for representativeness and the need for practicality. The PNC should be representative of the entire congregation—a consideration that could imply a rather large committee. However, practical considerations require that the committee will need to meet regularly, (typically weekly or bi-weekly) over an extended period of time (e.g., two years); it will need to reach agreement on many issues of both process and substance; and it will need to travel occasionally to visit prospective candidates. These processes become more difficult as the number of members increases. A guideline that has proved useful over the years is for the committee to be large enough to represent the congregation yet small enough to be able to travel in two cars, i.e., 7 to 9 members.The nomination of people to serve on the Pastor Nominating Committee is one of the most critical steps in the search process. This may be done either by the Session or by the congregation’s Nominating Committee. Whoever does the nominating must be able to justify how each nominee contributes to the need to be representative of the congregation and to be responsive to the mission self-study. When the proposed slate of PNC members is presented at the congregational meeting, it is in order to make nominations from the floor. Those making such nominations should be challenged to present equally sufficient reasons for submitting a name in nomination. Above all, those nominated to serve on the PNC must be willing to commit themselves to hard work over a considerable period of time and to seek together with other members of the committee to discern God’s will in the choice of a new pastor. The PNC is a committee of the congregation and is responsible to that body.24 The congregational meeting to elect a PNC is an important opportunity to help both the congregation and the Session to understand that the Pastor Nominating Committee must keep confidential all information about candidates under consideration. The lives and careers of potential candidates can be jeopardized by their current church learning that they are considering another call. On the other hand, it is very important for the PNC to keep the congregation informed of where they are in the search process. This can be done through periodic progress reports to the congregation. The PNC will not consult with or report to either the congregation or the Session regarding candidates for the position. Congregants should consider it inappropriate to seek any information beyond the PNC’s progress in the search process. The election of a Pastor Nominating Committee is, and should be, an exciting time in the life of a congregation. The congregation is ready to seek new pastoral leadership to help them continue the mission of Christ’s church in that particular setting.As soon as the congregation has elected its Pastor Nominating Committee, the COM liaison team will schedule a time to convene the PNC for the first time. It is critical that the meeting be scheduled at a time when the liaison team and the Executive Director can be present to provide initial information about the work and process of the PNC. This initial training will include a discussion of the Presbyterian Church (U.S.A.)’s commitment to inclusiveness and the obligation of the PNC to consider both men and women candidates and persons of all races (see Appendix 2). Part of the first (and, perhaps, the second) meeting should be spent on the members getting to know each other and in discerning the particular gifts that each member brings to the task of seeking a new pastor. After learning more about each other, the PNC will need to choose leaders to perform particular functions on behalf of the committee. Although each PNC organizes itself slightly differently, it is common for a committee to choose co-moderators or co-chairs to preside over committee meetings, set agenda, etc. It is critical for each PNC to have a strong recording secretary to provide accurate minutes of the committee’s deliberations. Each committee will need one person to manage the PIFs and other material from candidates. Committees frequently choose yet another person to serve as a corresponding secretary, maintaining communication with candidates. Depending on the particular situation, some PNCs also designate someone to make regular reports of progress to the congregation, or to devise and place advertisements, or other particular functions. These choices are better made after some time has been spent in learning more about each other and the gifts that God has given each person for the work of the PNC. The only ex-officio participants in the deliberations of the PNC will be the COM liaison team and the Executive Director. One of the COM liaison team members needs to become a regular participant in the deliberations of the PNC; consequently, the schedule of the liaison member needs to be considered as the PNC sets a calendar for its meetings.The Pastor Nominating Committee needs to develop an estimate of their anticipated expenses and to make an appropriate budget request to the Session. Among the costs to be considered are those for committee and/or candidate travel, several meals with candidates, telephone & copying costs, advertising costs, and moving costs for the new pastor. It should be remembered that the candidate finally chosen will need to be brought to the area at least two, and more likely three, times before a call is finally issued by the congregation.25 Successful PNCs pay attention to their own spiritual well-being. They devote time at each meeting to pray together and to reflect on God’s call to them personally and collectively. As they become a small faith community together, the Pastor Nominating Committee will find themselves undergirded by a sense of conviction that God has a new pastor for their church. This is not an undertaking that relies on their own strengths, but rests on the assurance that God is already preparing the heart of the person that God has prepared to serve as pastor of that congregation. Seeking the guidance of the Holy Spirit in all their deliberations is central to the work of a Pastor Nominating Committee. God will guide the process as the members of the PNC, together, discern God’s yearnings for their congregation.7.06 THE CHURCH LEADERSHIP CONNECTION The central task of the Pastor Nominating Committee is to understand the nature and needs of the congregation as it looks to the future and to match, as closely as possible, that understanding with the skills, experience, and commitments of those persons who are seeking a call to a new pastorate. Unless the expressed priorities of a candidate are very similar to the priorities of the congregation, there is little point in the PNC giving much consideration to that candidate. The person the PNC ultimately presents to the congregation as their nominee to be the next pastor will have most of the skills, experiences, and commitments that the congregation needs.Information about the congregation’s strengths, weaknesses, and needs, as well as the skills and personal characteristics desired in the next pastor are presented in a document called a Church Information Form (CIF). A PNC will spend a considerable amount of time preparing the CIF and it is an important means of presenting the congregation and the vacant position to the wider church through the Presbyterian Church (U.S.A..)’s web-based computer matching service designed to assist PNCs to identify teaching elders seeking a new call who have priorities and characteristics like those being sought, and vice versa. This is called the Church Leadership Connection (CLC). It is accessed by going to www. pcusa.org/clc/ . On the CIF, the PNC describes the church and pastoral position and identifies a limited number of areas of priority. This form can be downloaded from the CLC site for use in committee deliberations. (The substance of the form is discussed in the next section.) After a PNC has completed the form and obtained approval from the Session and the Committee on Ministry, the liaison team will obtain the necessary access codes to permit the PNC to upload its Church Information Form (CIF) to the CLC system. Once the CIF has been successfully uploaded and electronically approved by the COM chairperson and the Clerk of Session, the Executive Director or the Joint Vocation Office of the denomination can be asked to “match” the congregational priorities with the information provided by teaching elders who are seeking new calls. The Personal Information Forms (PIF) of those teaching elders who “match” will then be given to the PNC for their consideration. Entering the CIF in the system will also result in the position appearing in the Church Opportunity List that is part of the CLC website. Teaching elders viewing this list may choose to make a self-referral to the Pastor Nominating Committee.7.07 DESCRIBING THE CONGREGATION AND ITS NEEDS AND PRIORITIESDeveloping the Church Information Form is the initial major task of the Pastor Nominating Committee. This will take a period of several weeks or months. The clarity of the report of the 26 mission self-study will significantly affect the ease with which the PNC can complete the CIF. It is critical that the Pastor Nominating Committee be more than thoroughly familiar with the material in the CIF; they must “own” it as they engage in the search for a pastor. Consequently, the material included in the CIF should be primarily the work of the PNC. The COM liaison team will work closely with the PNC in developing the CIF and help obtain additional statistical or demographic information through Percept as needed, but most of the information will be derived from the church’s mission self-study. The COM liaison team can provide a knowledgeable but disinterested review of the narrative statements and will advocate for its approval when it is submitted to the Committee on Ministry. There are two parts to the CIF. Part I requests basic information about the church, its size, church school, ethnic composition, and type of community. Part II focuses on the position to be filled; this section will take considerably more work on the part of the PNC. Part II requests a brief church mission statement, a description of the church and its programs, a description of the gifts and skills of the congregation, and a discussion of the key theological issues of our church and society that are reflected in the ministry of the congregation. In addition, the PNC is asked to provide three references for the congregation. The major responsibilities of the position and the desired characteristics and qualifications of the pastor are described. The Primary Skills desired in a pastor are chosen from a list. Information about Compensation and Housing are also provided on Part II. Contact information for the PNC is also included. Personal Information Forms (PIFs) and other correspondence with potential candidates should NOT flow through the church office. In order to protect the confidentiality of potential candidates, PNCs find it useful to obtain a separate post office box and a unique e-mail address for their communications with candidates.Once completed, the CIF must be approved by the Session as an accurate and appropriate description of the church and of the position. Subsequently, the CIF is reviewed by the Committee on Ministry for clarity and completeness. The Clerk of Session and the COM chairperson electronically sign the CIF to indicate Session and COM approval. Only after these approvals is the CIF activated for the matching process within CLC.Because the CIF is entered into an electronic database, the narrative sections are very limited in length. A PNC may decide that it wants to supplement the CIF by providing candidates in whom it is interested with a fuller set of information about the church and the position. This might include such things as an expanded version of the CIF, a copy of the most recent annual report, or descriptive brochures/pamphlets used in outreach, and a website address to learn more about the church.In addition to posting the CIF on the Church Leadership Connection and the associated Church Opportunity List, a PNC may choose to advertise its position in church-related publications such as Presbyterian Outlook, Presbyterians Today, The Christian Century, or Christianity Today.7.08 READING AND EVALUATING THE PERSONAL INFORMATION FORMSAt the point that the Pastor Nominating Committee begins to receive Personal Information Forms of potential candidates, it becomes critical that their work be done in absolute confidentiality. Only members of the committee and the COM liaison team and the Executive Director should know 27 either the names of persons being considered or information about them. PNC members must take great care in handling documents (paper or electronic) about potential candidates so that their work colleagues or family members do not learn about those under consideration. For purposes of the committee’s work, each member of a PNC should have an e-mail address that is not shared with anyone else. Similarly, mailings and copying should be done by committee members themselves and not by staff or volunteers in the church office. There are several channels by which Personal Information Forms are received by the PNC. The first is the result of the matching process using the CLC database. The Executive Director and/or the Joint Vocations Office can initiate the matching process. The CLC uses the information and skill criteria provided on the CIF and the Personal Information Forms completed by teaching elders seeking new calls. The designated member of the PNC receives an electronic notice that matches have been made and are instructed to download the matched PIFs. Another major channel is that of self-referrals by persons who have seen the position listed on the Church Opportunity List, in any advertisement by the PNC, or through other sources of information. It is important to keep in mind that self-referred PIFs do not include the governing body’s certification that the teaching elder is in good standing and eligible to receive a call.Self-referrals may include teaching elders who are members of another denomination. Because the degree of complexity in calling a teaching elder of another denomination varies with the relationship between the Presbyterian Church (U.S.A.) and the denomination of membership (See G-11.0404-11.0405), it is critical that the Stated Clerk and the Executive Director be advised at the earliest possible occasion of any such candidate in order to provide guidance regarding the steps necessary for the potential candidate to become a member of the Presbytery. It is usually less complex to receive teaching elder members of other Reformed churches or those denominations (Reformed Church in America, United Church of Christ, Evangelical Lutheran Church in America) with which the Presbyterian Church (U.S.A.) is in full communion than it is to receive teaching elders from other denominations.PIFs may also be requested by the committee as a response to names given to it. It is appropriate for a PNC to solicit names of possible candidates from members of the congregation during a specified period early in the search process. This helps the congregation to feel that the committee is responsive to its needs and interests. The Executive Director and/or the COM liaison team may also make direct referrals to the PNC. These persons have considerable knowledge of the particular church and can evaluate the appropriateness of referring a particular person.However PIFs get to a PNC, they can become a confusing collection of paper unless an effective process is put in place for managing their reading and evaluation. The Executive Director (or designee) normally provides training for the PNC regarding the management, reading, and evaluation of these forms. It is advantageous to have this training immediately following COM’s approval of the CIF—because PIFs will start to arrive as soon as the first matching is done. Sample forms for use in evaluating each PIF and for managing the entire pool of PIFs may be found in Appendix 15.28 It is important for the Pastor Nominating Committee to be courteous toward all candidates. This is a particular responsibility of the secretary of the PNC. Any PIF received as a “self-referral” should be acknowledged by the PNC. Every candidate who has demonstrated an interest in the pastoral position must be notified by letter when they are no longer being considered.It is important to underscore one administrative point. The Executive Director must receive the PIFs from the final five candidates so that reference checks can be made with the current governing body. The COM liaison(s) working with the PNC should be provided with copies of all PIFs to be discussed at meetings of the PNC.A somewhat different process occurs when a church has decided to seek a designated pastor (G- 14.0520). The Executive Director will obtain PIFs through the Church Leadership Connection matching process and from other sources of teaching elders interested in serving in a designated pastor relationship. These PIFs will be screened by a sub-committee of the Committee on Ministry. This sub-committee will present only four to six PIFs to the congregation’s PNC for final review and selection. In this way, the extensive review process is reduced for the Pastor Nominating Committee.7.09 GATHERING OTHER INFORMATION ABOUT PROMISING CANDIDATESThe Personal Information Forms provide only an introductory view of potential candidates. Although a PIF may provide enough information for the PNC to determine whether they wish to further consider the candidate, it does not provide adequate information to choose a pastor. For those candidates that look “promising” after reading and evaluating the PIF, the Pastor Nominating Committee will want to seek additional information from a variety of sources. CONTACTS AND REFERENCES Checking the references of candidates in whom the PNC is interested is a critical step in filling out the information about each person under consideration. Although some might think that reference checks should not be necessary for teaching elders, it is important to remember the humanness of teaching elders and the critical importance of the choice to be made by the Pastor Nominating Committee.The PIF lists a number of preliminary references. A person’s appearance on this list indicates that the teaching elder has given permission for him/her to be contacted by a PNC. Checking with these references provides an initial means of verifying that the person’s work, skills, and experience are what have been stated in the PIF. It also provides an opportunity to get a more complete picture of the candidate.It is generally advisable to check at least two of these preliminary references before initiating direct communication with a candidate. Prospective candidates should be encouraged by the PNC to check the congregational references listed on the CIF. Out of respect for privacy, no references beyond the preliminary references listed on the CIF should be checked until the committee is certain that the individual is one of the final persons under consideration. In many cases the congregation currently served by the teaching elder does not know that their pastor is seeking a new call. Consequently, it is inappropriate to contact persons within the candidate’s present congregation unless they are listed as references on the dossier. If a29 committee decides that the candidate is one of their finalists, they should seek approval from the candidate to contact other people in the congregation or colleagues in ministry. SERMON RECORDINGS Because of the importance of preaching to most pastoral positions, a PNC will want to solicit audio recordings from those candidates in whom they are interested. Most teaching elders who are seeking a new call will have prepared recordings of some of their “best” sermons. Such recordings can provide useful information about the substantive nature and style of preaching as well as a sample of the quality of voice and the clarity of speaking. A recording of an entire service also provides the opportunity to learn about the candidate’s worship leadership skills and style. A PNC needs to keep in mind that these recordings are self-selected with the intention of presenting the candidate at his/her strongest. If the PNC is favorably impressed by the initial recording and wish to continue to consider the particular candidate, it may be appropriate to request additional recordings to provide confirmation of the first impression. Note that the experience of COM in working with other PNCs is that video recordings are not as useful in evaluating preaching ability as are audio recordings. Most video recordings of a sermon have poor production qualities that distracts from the evaluation of the candidate’s gifts for preaching. TELEPHONE INTERVIEWS When a Pastor Nominating Committee has screened PIFs and checked initial references, PNCs usually find it useful to hold telephone interviews with those candidates it is interested in considering further. Such interviews are not a replacement for a face-to-face interview but do provide a useful tool for exploring and deciding whether this candidate is someone with whom there is a mutual interest in further discussions. Such telephone interviews should be scheduled in advance with the teaching elder. At the time the interview is scheduled, it is courteous to let the teaching elder know some of the topics the committee will want to raise. Usually such interviews begin with questions about statements on the PIF that need clarification. This is familiar territory and it allows the candidate to become comfortable with the interview process and with the committee members with whom he/she is speaking. Each member of the PNC may be assigned a particular question or area for exploration during the conversation. Time should be provided for the candidate to ask questions about the church and the CIF, in particular. It is most effective for the committee to use a speaker-phone so that all members can hear both sides of the conversation and can communicate with each other during the course of the interview. It is important that one member of the PNC be designated to take notes on a particular telephone interview so that the committee will have a record to use in refreshing its memory. It is always appropriate to send the candidate a note of thanks for taking time to speak with the committee. CHECKS WITH CURRENT GOVERNING BODY As soon as a PNC has determined that they want to arrange a personal interview with a particular person as a likely candidate for their pastoral position, they must ask the Executive Director to do a check with the leadership of the governing body that currently has oversight of the person. If the person under consideration is already ordained as a Presbyterian Teaching elder of Word and Sacrament, that check will be with the Executive Director or designee in the Presbytery where the teaching elder is a member. If the person under consideration is a Candidate for ordination as teaching elder of word and sacrament, the check will be with the Presbytery under whose care the 30 person is preparing for ministry. In this circumstance, the check is likely to involve the chairperson of that presbytery’s Committee on Preparation for Ministry. If the person under consideration is a member of another denomination, the Executive Director will check with an official of that denomination who has direct knowledge of the work of the teaching elderThe check with the current governing body serves several purposes. It is a means of verifying that the person is in good standing and has no disciplinary charges pending (D-10.0105). If the person under consideration is not yet ordained, it is the means of determining whether the person has met all the requirements for ordination set by the presbytery of care. It also provides an opportunity for learning about the effectiveness of the person’s current ministry, participation in presbytery, relationship with colleagues in ministry, etc. This can frequently provide the PNC with insights not available through other reference checks.At the same time, these final candidates should be asked to complete the Criminal Background Check Authorization Form (see Appendix 11) and return it to the Stated Clerk so that this important check is also made in a timely fashion.7.10 VISITS, INTERVIEWS, AND DECISIONSWhen a Pastor Nominating Committee has worked through the preceding steps and has reduced the number of persons under consideration to four to six, they will want to arrange for more in- depth and in-person discussions with each of these persons. In taking this step, it is critical that the PNC work closely with its COM liaison team to: review any evidence that might indicate that they should discontinue consideration of a particular person  determine whether the PNC has faithfully fulfilled the expectations of the congregational mission self-study and of the Affirmative Action/Equal Employment Opportunity requirements of the presbytery and the denomination (G-4.0403, G-9.0104).Reaching the point of visiting and interviewing serious candidates marks a critical time for the committee. The COM liaison team or the Executive Director should be called on to provide the PNC with training for the interview process. Although some members of the PNC may have experience in interviewing and selecting employees in the secular work world, it is important for the PNC to consider the differences that come into play in seeking to determine whether a particular candidate is called by God to serve their particular congregation.There are a number of possible ways of conducting interviews. Whatever way is chosen, there are a number of fundamental principles to keep in mind.  An interview is an opportunity for both the PNC and the candidate to gather information and impressions.  Each interview should be conducted in a way that is consistent in process and content. Such consistency makes it easier for the PNC to evaluate information and compare candidates.  It is usually valuable to arrange a time with a candidate in a social setting (e.g., lunch or dinner) in addition to the formal interview. Information gleaned in casual conversation can 31 often provide more insight into the compatibility of the candidate and the congregation than that gathered in a structured setting.One method that has proved satisfactory to many PNCs is to determine the basic questions to be asked and to have a different member of the committee ask each question during the course of an interview. It is advisable to plan for a more open question/response period at the end of the interview. This approach allows each member to participate and allows the candidate to shift focus and be a bit more relaxed. It also provides the other members with an opportunity to observe the non-verbal behaviors of the candidate as well as to make notes about previous responses or follow- up questions. It is also imperative that sufficient time be provided for the candidate to ask questions of the PNC about the church and its mission. The questions asked by the candidate can also provide the PNC with insight into the person’s priorities, uncertainties, etc.Another critical part of the process of narrowing the candidate search is observing and listening to the person conduct a worship service and preach. This may take place before and without a formal interview, or both may happen as part of the same visit, particularly if a visit involves significant travel. Although observing how a candidate preaches is important, the impression of one sermon should not be the deciding factor in selecting or rejecting a candidate. There are few “world’s greatest preachers” in the church today and some of them are less than the “world’s greatest pastor.” It is important to evaluate each candidate on the total set of priorities identified in developing the CIF; are weaknesses on some of the congregation’s priorities balanced by exceptional strength on others? It is unlikely that any candidate will be superb on every dimension of interest.Hearing teaching elders in their own setting is the most effective approach if it is possible. (Remember the earlier advice recommending that the size of the PNC be such the committee can travel in two cars.) If the PNC travels a considerable distance to hear a person preach, they may wish to exercise stewardship of their time and expense by arranging to interview the person during the same visit. It is strongly recommended that the interview be held elsewhere than at the church the candidate is currently serving. Keep in mind that the current congregation may not be aware that their pastor is considering relocating. On occasion, it may be advisable for one or two members, on behalf of the PNC, to make such a visit to hear the candidate in his/her own setting.If distance prevents the entire PNC from traveling to hear the candidate, it is possible to bring the candidate to the immediate area. The COM liaison team will work with the PNC to arrange for the candidate to lead worship and preach in a “neutral pulpit,” that is, in one of the other churches of the Presbytery of New Brunswick. This provides the PNC with the opportunity to observe and listen to the candidate. Usually, a formal interview and a tour of the community will be scheduled in conjunction with the candidate’s visit to the area. The PNC will need to make arrangements for lodging, meals, local travel, etc. connected with such a visit.Eventually, the Pastor Nominating Committee will reach a point in the selection process where they need to bring one or more of their finalists (and spouse) to the area to give the candidate an opportunity to learn more about the church, the manse or housing possibilities, employment opportunities for the spouse, schools for any children, and the community and area generally. Negotiations on the terms of the call may occur during such a visit. Again, the PNC is responsible for travel expenses, lodging, meals, etc. during the visit. If the PNC is seriously considering the person as the teaching elder to be nominated as pastor (or associate pastor) they should consult with their COM liaison team to determine whether the candidate can meet with the Committee on 32 Ministry during the same visit to obtain the COM’s judgment on the suitability of the match and the person’s eligibility for membership in the presbytery. Having such dual purposes for a visit can save both time and money. The need for the meeting with COM is detailed in the following section.7.11 THE PASTOR NOMINATING COMMITTEE, THE CANDIDATE, AND THE COMMITTEE ON MINISTRYWhen the Pastor Nominating Committee has reduced their choices to the one person that they wish to nominate to the congregation, they must obtain the approval of the Committee on Ministry before the person can be nominated to the congregation. Every teaching elder is a member of a presbytery and only the presbytery can establish the pastoral relationship with the congregation (G-6.0201). The Constitution of the Presbyterian Church (U.S.A.) grants authority to each presbytery to determine who shall be its continuing members (G-11.0403). Thus a teaching elder being called to serve a particular church must be acceptable to the presbytery. A teaching elder applies for membership in a presbytery and the presbytery grants permission for that teaching elder to engage in a certain work. The presbytery is responsible for examining each teaching elder who “seeks membership in it on his or her Christian faith and views in theology, the Sacraments, and the government of this church….” (G-11.0402). It is important to understand that these requirements are established as a safeguard and protection for the congregation as it conducts its ministry within the broader context of the presbytery and the Presbyterian Church (U.S.A.)The need for all teaching elders seeking membership in the Presbytery of New Brunswick to be examined necessitates that the Pastor Nominating Committee and the Committee on Ministry work together closely and carefully at this time. Failing to coordinate the several steps could result in extra time and expense for the church or other unnecessary difficulties. The three steps to be coordinated are:  Meeting with and examination by the Committee on Ministry  Presentation to the congregation and congregational election  Presentation and examination by the Presbytery Each of these steps is detailed below. MEETING WITH COMMITTEE ON MINISTRY The selected candidate of a Pastor Nominating Committee must meet in person with the COM before being approved to candidate before the congregation. Approval will be based on the Committee on Ministry’s assessment of the suitability of match between the teaching elder and the congregation. The PNC will be asked to highlight their process and the reasons for choosing this particular candidate. The COM will also conduct the primary examination for membership in the Presbytery of New Brunswick. COM will review the proposed Terms of Call extended by the congregation to the teaching elder to assure their conformity with presbytery guidelines. Finally, the COM will inquire of the PNC and the liaison team regarding compliance with the Affirmative Action/Equal Employment Opportunity guidelines of the presbytery and the denomination. If everything is in order, COM will give the Pastor Nominating Committee permission to present this person to their congregation as their candidate to be elected as pastor. The schedule for the congregational meeting and the candidate’s appearance before presbytery will be determined at this time.33  REQUIRED DOCUMENTATION Prior to meeting with COM, the PNC must make sure that COM has a copy of the PIF, that the Terms of Call have been prepared and agreed upon with the candidate, and that the Governing Body check and the Criminal Background check have been completed. Prior to meeting in person with the Committee on Ministry, the candidate selected by the PNC must prepare three brief documents—a one page account of his/her personal Christian experience, frequently called a “faith journey”; a one page reflection on his/her faith and views in theology, usually called a “Statement of Faith”; and answers to four questions about the nature of government in the Presbyterian Church (U.S.A.) (See Appendix 7). The COM liaison to the PNC should be available as a resource to help the candidate negotiate this step. The three documents form the basis for oral examination by the Committee on Ministry and must be to the presbytery office and chair of the COM in electronic form at least ten days prior to the meeting with the Committee on Ministry. If the candidate has not yet been ordained, additional steps are required. PRIOR REVIEW OF TERMS OF CALL Terms of Call that conform to the Presbytery of New Brunswick’s “Pastoral Contract and Compensation Standards” (Appendix 1) and with G-14.0534 must be agreed on by the PNC and the candidate and then provided to the Committee on Ministry at least five days prior to the meeting with COM. Terms of the call include all such items as cash salary, housing and utility provision, the Board of Pensions Benefit package, vacation, continuing education time, military commitments, moving expense, expense reimbursement accounts, etc. Members of COM are available to work with the PNC and the liaison team to make sure in advance that the Terms of Call are in conformity. [Note: If the Terms of Call exceed the parameters initially approved by the Session of the congregation, PNC must obtain Session concurrence prior to providing the Terms of Call to COM.]7.12 THE SESSION AND THE CONGREGATIONAL MEETINGHaving completed their search for the right person to recommend to the congregation, and having obtained concurrence from the Committee on Ministry, the Pastor Nominating Committee requests the Session to call a special meeting of the congregation to act on the report of the Pastor Nominating Committee and matters related to it. Specific requirements for calling such a special meeting of the congregation are outline in G-7.0303. The PNC may propose to the Session a schedule for the congregational meeting and the subsequent presentation of the candidate to presbytery. Obviously, this must accord with any limitations on the schedule of the candidate.The Pastor Nominating Committee has the sole right and responsibility for introducing their candidate to the congregation. The Session is not informed of the identity of the candidate but hears that information from the Pastor Nominating Committee at the same time and in the same manner as does the entire congregation. Having received the request of the Pastor Nominating Committee for a congregational meeting, Session will usually call such a meeting for the time immediately following a regular worship service at which the recommended candidate will lead worship and preach. The Clerk of Session will arrange for appropriate announcement of the call to the meeting.The Pastor Nominating Committee will determine the method of introducing their candidate to the congregation. Typically, a PNC will mail a brief biographical flyer [samples available from PNB 34 office]about their candidate to the entire congregation about a week before the congregational meeting. It has proven useful for the PNC to invite the congregation to a “meet the candidate” reception on the Saturday prior to the congregational meeting. This provides everyone with an opportunity to become acquainted, celebrate a bit, and feel that the decision and vote is made on the basis of more than one “trial sermon.”At the congregational meeting, the chairperson of the Pastor Nominating Committee should make a brief final report about the work of the committee, its process, and how it reached the decision to recommend the particular candidate to the congregation. Several committee members may be asked to speak on behalf of the candidate. [Note: The names of any other persons who may have been considered are never reported.] At the conclusion of the report, the chairperson will make one motion that the proposed candidate be called at the specific terms agreed on with the candidate and COM. The motion to call and the terms of the call are not separated but represent a single action.At that moment, the decision belongs totally to the congregation. The Moderator of the meeting should inform the congregation of their right to cast negative votes but should caution that a negative vote must be cast for a reason against the presented candidate rather than as a protest because the PNC did not choose a personally favored candidate or for some other extraneous reason. The Clerk of Session should be prepared with ballots so a secret vote can be taken and tabulated immediately. The question before the congregation is “Shall the congregation, under the will of God, call Rev. ______to be its pastor (associate pastor)at the terms presented?” Even though it may appear to be a generous gesture, it is normally not wise to take an additional vote to “make the call unanimous.” People have a right to record opposition and the candidate has a right to know the strength of support at the beginning of ministry in that congregation. The numerical result of the vote must be announced to both the congregation and the candidate.Upon hearing the vote of the congregation, the candidate still has the option of accepting or rejecting the call. Rejection rarely happens but a weakness in the support indicated through the vote or other last-minute information may change a candidate’s sense of call to the particular situation. The vote of the congregation must also be reported to the Committee on Ministry. Normally, the liaison team will be present at the congregational meeting and can take note of the vote. If 10% or more of the vote is negative, the Committee on Ministry will undertake a careful review before bringing the call before the Presbytery. The Committee on Ministry will seek to understand the underlying reasons for the negative vote, consider the history of the congregation in relationship with past pastors, and counsel with the candidate as to the advisability of accepting or rejecting the call.Assuming that the vote is affirmative and the call accepted, the congregation needs to elect a representative (often the chair of the PNC) to sign the terms of call and to “prosecute” the call before the Presbytery. The “moderator of the meeting shall certify to the presbytery that those signing the call were properly elected and that the call was in all other respects prepared as constitutionally required.” (G-14.0533)35 7.13 EXAMINATION BY THE PRESBYTERY, APPROVAL OF CALL, AND TRANSFER OF MEMBERSHIP The Presbytery of New Brunswick must examine the pastor-elect (G-11.0402). Although the Committee on Ministry has done this at some length, the Presbytery always has the prerogative of asking further questions. The pastor-elect’s Statement of Faith is provided to all commissioners before the meeting of presbytery at which the pastor-elect is examined. If the candidate is being examined for ordination as well, she/he will read the Statement of Faith and questions will be directed to that statement in particular. It is mandatory for the pastor-elect to be present at the meeting when the call is to be considered. Following examination for membership, the Presbytery will act to approve the terms of call and the transfer of the teaching elder’s presbytery membership.The action of two presbyteries is necessary before a teaching elder can assume a new pastoral call. The Presbytery of New Brunswick must approve the call. Since the Presbytery meets seven or eight times a year, it is usually possible to schedule this action without much delay. The presbytery of which the teaching elder is currently a member must also act to dissolve his/her current call. If the pastor-elect is not yet ordained, the presbytery of care during the preparation process must approve the call. These two actions must be completed before the pastor-elect can assume the new call within the Presbytery of New Brunswick. The Stated Clerk is the channel of communication between this Presbytery and the teaching elder’s current presbytery of membership in order to facilitate this transfer of membership.7.14 THE SERVICE OF ORDINATION/INSTALLATIONFollowing the approval of the two presbyteries, the pastor-elect may begin ministry in the new church. However, there is a further step in formally establishing the pastoral relationship with that congregation—a service of installation (W-4.4000). If the pastor-elect has not yet been ordained, the service of installation and the service of ordination may be combined although the person to be ordained usually chooses to be ordained in the presence of the congregation of which he/she has been a member during the preparation process (G-14.0481). In that case, the calling presbytery will subsequently hold a service of installation. It is appropriate for the congregation to celebrate the arrival of their new pastor with a reception following the service of installation. Guidance about the service of ordination and/or installation is found in Appendix 8.The names of the Administrative Commission to ordain and/or install the person as pastor are usually presented at the time when the Presbytery of New Brunswick receives the pastor-elect as a member. The Administrative Commission must include at least five persons from the Presbytery of New Brunswick and must include at least two teaching elders and two elders with not more than one of its elder members from any one congregation within the Presbytery. Teaching elder members of other presbyteries may be added to the commission as corresponding members and other persons, lay or teaching elders, may be invited to participate in the service. It is normal for one or more members of the Pastor Nominating Committee to be included as a member of the commission or as a participant in the service. It is important to keep in mind that the service of ordination/installation is a service of the presbytery hosted by the calling congregation. Consequently, it is expected that the Moderator of the Presbytery will be a member of and 36 moderate the action of the Commission. The date of the installation/ordination needs to be set in consultation with the Moderator.7.15 THE DISCHARGE OF THE PASTOR NOMINATING COMMITTEEAfter a congregation votes on the recommendation of the PNC to extend a call to the selected candidate, another motion must be made to dismiss the Pastor Nominating Committee upon the installation of the new pastor. The PNC must be discharged whether or not the congregation voted affirmatively to call the recommended candidate. The Pastor Nominating Committee has done its best work, it has brought its best candidate; if the congregation rejects the recommendation, it must elect a new PNC and begin the search process over again.Because the Pastor Nominating Committee has worked with the new pastor during the selection process, they may continue as an informal advisory support group for the new pastor. At times they may help interpret understandings reached during the search process regarding the relationship between the Pastor, Personnel Committee, and the Session.7.16 NEW TEACHING ELDER TRAINING AND/OR EARLY MINISTRY INSTITUTEThe Presbytery of New Brunswick expects each pastor, new to this presbytery, to take part in a New Pastors’ Conference held at least once a year and organized by the Executive Directors of the New Jersey presbyteries. The Continuing Education allowance that is part of all Terms of Call in the presbytery is appropriately used for this event.If the teaching elder is serving in an ordained, Teaching Elder of the Word and Sacrament position for the first time, the teaching elder is expected to take part in the Early Ministry Institute of the Synod of the Northeast. This involves 3 multi-day sessions over a three year period. Again, the Continuing Education allowance is appropriately used for this participation.7.17 CALLING AN ASSOCIATE PASTORThe process of calling an Associate Pastor is identical with that of calling a Pastor with the exception of the appropriate involvement of the Pastor with whom the Associate will work. As with a pastor, the congregation is involved through their elected Associate Pastor Nominating Committee. While it is not appropriate for the pastor to choose the Associate, it would be equally inappropriate to disregard the pastor’s concern for the total ministry of the congregation and for effective staff relationships. It would be ill-advised for an APNC to recommend a candidate chosen without the concurrence of the incumbent Pastor.The COM liaison team will begin the search process by meeting with the pastor and identifying his/her vision of the ministry of the congregation and the particular responsibilities of the associate pastor in accomplishing that vision. With the COM liaison team present, the APNC should negotiate with the Pastor regarding his/her involvement in the search process. Clearly, the Pastor needs to be involved in the congregational self-study and in the development of the position description and the Church Information Form. The Pastor needs to be kept informed of the screening of PIFs and gathering of additional information. When the committee is ready to interview candidates, the 37 Pastor should be present to provide information. It is appropriate for the Pastor to interview candidates separately from the committee and to provide the committee with any specific concerns he or she may have about a particular candidate. It is advisable for a committee to determine a small group (2-3) of candidates, all of whom are acceptable to the Pastor, and to then proceed to make its selection and recommendation to the congregation.Although the Book of Order makes it clear that the Associate Pastor relationship to a congregation is not dependent upon that of the Pastor, all concerned should recognize that when a Pastor leaves, the church will review its total ministry and strategy for the future. The COM liaison team, along with the church’s Personnel Committee or other leaders, should consult with any Associate Pastor(s) to evaluate how he or she fits into the evolving ministry design. At times this consultation may result in the recommendation that the Associate Pastor relocate.The Committee on Ministry requires, as part of the call to any teaching elder into a multiple-staff parish ministry, that the teaching elder members of that staff participate together in a professionally-led team building workshop within the first year of the call. Multiple-staff members are encouraged to repeat such experiences periodically during their ministry together.38

Presbytery of New Brunswick

Details

Download

Copyright

We respect the copyrights and intellectual property rights of all users. All uploaded documents are either original works of the uploader or authorized works of the rightful owners.

Support