Churches Together in Clevedon (CTiC)  Consultation Draft

Strategic Plan for the period 2008-12

Forward

Over recent years there has been a growing desire within the Christian Churches of Clevedon to become a more effective and unified body of Christ’s followers working and witnessing in the community in which we live and are called to serve. A Strategic Plan has been prepared to establish a fresh vision of how CTiC can bring Christians together in worship, witness and action and to set the Churches on a path that will see our community coming closer to the model that God intends.

Introduction

This draft Strategic Plan has been prepared by the Working Group and represents the outcome of prayer, research and discussion of the wide range of issues that should influence the future direction, activity and operation of CTiC over the coming period.

It is intended that the plan will be used as a basis for further discussion and consideration by the Committee and for consultation with the member Churches and associated organisations on the strategic direction of CTiC during the autumn of 2007, leading to the adoption of the Strategic Plan for the period 2008-2012.

To achieve anything of lasting value CTiC must plan and operate in line with the heart of God. The future ‘success’ of CTiC and its programmes is dependent upon seeking God and being subject to the work of the Holy Spirit through prayer and obedience.

Statement of Belief

The basis of CTiC is the same as that of Churches Together in Britain and Ireland, namely:

“a fellowship of churches which confess the Lord Jesus as God and Saviour, according to the Scriptures, and therefore seek to fulfil together their common calling to the glory of the one God, Father, Son and Holy Spirit” .

Eligibility for membership of CTiC

Acceptance of the Statement of Belief continues to be the fundamental requirement of membership for any Church seeking membership of CTiC. The membership remains open to any Christian group that accepts the principles embodied by the Statement.

During the period of this Plan, the role and mutual responsibilities of Associate organisations, e.g. YMCA need to be clarified so that we may extend the fellowship and solidarity of CTiC to all organisations working in Clevedon that are founded and operating on Christian principles and belief.

CTiC should operate an ‘open door’ policy and draw into membership those Churches that adhere to the Statement of Belief but for a variety of reasons do not join with the mainstream that are members of CTiC.

In order to demonstrate this policy, CTiC will continue to encourage Churches to join the mainstream and it is also proposed that steps be taken during the plan period to the extension of membership to individual Christian believers.

It is considered that this provides the opportunity for a greater sense of engagement and ownership of the work of CTiC by all Christians in the town, regardless of their church affiliation who are passionate about working together to overcome the obstacles that our separate denominations sometime create.

Strategic Plan

The objective of the journey that CTiC is embarked upon is to start with a picture of how CTiC will look in 5 years time. In order to envision the future and take progressive action that will deliver this future vision CTiC needs a Strategic Plan for the 5-year period (2008-2012) in which the following issues are addressed:  Vision - the role of the Church within our community towards which we aspire  Mission - the reason that CTiC exists  Values - the values that will govern how we relate to and treat people  Motivation - the reasons for doing what we do  Strategic Objectives - strategic aims that CTiC wishes to achieve in the period  Strategies - means & methods that will be adopted  Organisational structure - changes to the existing structure required to ensure success  Implementation plan - short-term actions / structures to be put in place  Resources - resources that are required to achieve the outcome  Review - how we will assess progress towards the objectives

Research

In order to prepare a robust plan, it is essential that the planning process is based on a sound understanding of the existing organisation, its activities, organisational structure, etc.

Membership

The Churches that are currently part of the membership of CTiC are as follows:  All Saint’s Church  Clevedon Baptist Church  Christchurch Methodist Anglican Ecumenical Partnership  Kenn Road Methodist Church  Living Waters Church  St Andrew’s Church  St John’s Church & The Church in the School  St Mary’s Church  St Peter’s Church  Salvation Army  Society of Friends [membership tbc]  The Friary

Sponsored Groups / Associate Members

The organisations that are currently part of the extended membership of CTiC are as follows:  Clevedon Care  YMCA

CTiC is a member of Somerset Churches Together.

Organisational Structure

The current organisational structure of CTiC includes the following groups:  Committee  Consisting of the Representatives of the member Churches meeting three times per annum joined by the Clergy and the Officers of CTiC  Nominally responsible for decision-making  Clergy Fellowship  Open to all ministers / leaders of the member Churches  Meeting bi-monthly  Conducting business / planning activities of CTiC  Limited focus on Clergy fellowship / mutual support  Executive Committee  Consisting of the Chair, Vice Chair, Secretary, Treasurer & Publicity Officer  Meeting three times per annum  Identifying issues that should be part of the agenda for the next meeting of the Committee Resources

 Financial  Limited reserves of circa £1,500  Annual membership fee of £40  Annual buy-in commitment by each Church to the budget cost for the selection of activities that they wish to support , e.g. Christmas Card, Easter Fireworks, etc.  Organisational  Constitution  Contact Register  Job Description for the Representatives / Committee Members  Human  Chairman appointed by the Committee serving 2 year term  Vice Chair appointed by the Committee serving 2 year term  Secretary appointed by the Committee  Treasurer appointed by the Committee  Representatives drawn from and appointed by the Churches [2 per congregation] to serve a minimum of 3 years  Physical  See Asset Register

Current programme of CTiC

The following programme represents the annual round of events that have been in place for the last few years:  Joint Service at Churches in the town - 3 each year in the evening  Good Friday Service in Queen’s Square (with drama on occasion)  Easter Sunday Fireworks for the Community  Church in the Park – joint open-air service at Salthouse Fields with BBQ & games  Christmas Card to every house in Clevedon inc picture competition at Primary Schools  Bi-monthly Clergy Fellowship Lunch / Business Meeting  Lent Home Study Groups  Lunchtime Services during the Week of Prayer for Christian Unity  Christian Aid Door-to-door collection throughout the town

Current programme of member Churches

To be summarised & included in detail in an appendix.

Activities of Clevedon Care

To be summarised & included in detail in an appendix.

Strengths, Weaknesses, Threats & Opportunities (SWOT Analysis)

An analysis of the Strengths & Weaknesses of CTiC and the Threats & Opportunities that face the organisation has been conducted. The results are set out in the following table.

Strengths Weaknesses Recognition of the potential benefits of synergy Strong relationship between the Clergy Good standing of CTiC in the community Acceptance between the Church communities A focus on quality in the current joint activities Associations with other organisations, e.g. Clevedon Care, YMCA Limited funds / resources Heavy reliance on Church Leaders / Clergy Organisational structure Lack of promotion of CTiC & its activities Poor communications within & outside CTiC Lack of long-term planning Absence of succession planning Limited emphasis by CTiC on community service Opportunities Threats Timing Scale of the town enables effective impact by CTiC Potential to bring other Churches into membership Clevedon Care – an example of community service Greater openness to the role of Faith Groups Renewed emphasis on importance of community & family life Potential for CTiC to become a model of good practice for community engagement Failure to capitalise on the foundations built already Negativity & insularity amongst the Churches Perceived lack of unity - some Churches exclude themselves Stagnation / apathy / reluctance to change Lack of clarity over the accountability of Associates Potential for conflict within & outside CTiC due to perceptions over motivation Trying to do too many things General negative attitude towards faith groups

In summary:

Strengths to be built upon:  Sound relationships between the Clergy & Church communities providing a strong foundation for moving forward  Quality and consistency of the current programme

Weaknesses to be rectified:  Limited resources, poor organisational structure and communications, and inadequate planning for the long-term  Lack of focus and emphasis on community service

Opportunities to be grasped:  A sense that the time is right for fresh vision  The contribution of faith groups has been recognised at national governmental level  The platform created by Clevedon Care for widening community service

Threats to be avoided / countered:  Failure to take the window of opportunity that currently exists  Lack of focus  Negative attitude towards the Churches by some sections of the wider community

Vision

A Vision for Clevedon

Vision can be defined as “the future aspirational and desirable state that we would long to see come about”. The Vision that the Churches in Clevedon share for the future of our community is a place where:  people experience authentic Christian community  homeless strangers feels welcome and accepted  lonely people find acceptance  victims of violence and abuse find a haven, and a champion for their cause  desperate single parents instinctively turn to seek help  people in conflict find a place of mediation and discover peace  an angry teenager’s voice is heard and their cause is articulated  people searching for fulfilment see it as a natural place to come

A Vision for CTiC

Our Vision for CTiC is that it might become

“a dynamic and effective organisation that is proactive in supporting the Churches and individual Christians in the fulfilment of their mission to “do justly, and to love kindness and mercy, and to humble yourself and walk humbly with your God”

Mission

If these Visions were to come about we would see lives changed and our community transformed. This is the task of every Church. It is within this context that the role of CTiC, the organisation that is designed to bring the Churches together must be set.

The Mission for which CTiC exists is

“to increase the effectiveness of the Churches of Clevedon in the God-given task of transforming our community”.

This will be achieved by:  Uniting the Churches in authentic community  Equipping Christians to live out their faith and  Serving our community together

CTiC and the Churches are partners in fulfilling God’s plan for Clevedon. Together and in God’s name they are instruments for outreach and advocates for those in need and are without a voice.

CTiC should not act in isolation from the Churches but neither should it be constrained by being able to only do those things that are equally supported by all the Churches in the town. From time-to-time CTiC may need to challenge the barriers between the different traditions if it is not simply to develop a programme that represents the ‘lowest common denominator’.

Values

As an organisation, CTiC exists to engage with Churches, individual Christians and organisations that accept the Statement of Belief and to serve the community in which it is set. The core values that govern the way CTiC conducts its business and treats each person are love, humility, compassion, forgiveness and honesty.

CTiC is passionate about its mission and strives for excellence in all that it undertakes. Whenever CTiC engages with our community we commit to being accessible and inclusive to all yet distinctively Christian in all we do.

CTiC is already engaged in the delivery of services to the community through its associate organisations. As CTiC considers the possible expansion of community service a way of demonstrating our firm commitment to excellence in community work and service will be to sign-up to the Faithworks Charter. It is by demonstrating commitment to excellence in this way that Oasis has been accepted as partners for the delivery of education, health and care services by national and local government in the UK.

The Faithworks Charter is included in full in the Appendix. An extract dealing with the important subject of inclusiveness follows:

“We will provide an inclusive service to our community by:

1. Serving and respecting all people regardless of their gender, marital status, race, ethnic origin, religion, age, sexual orientation or physical and mental capability.

2. Acknowledging the freedom of people of all faiths or none both to hold and to express their beliefs and convictions respectfully and freely, within the limits of the UK law.

3. Never imposing our Christian faith or belief on others.”

Motivation

As Christian Churches we proclaim God’s love or and passionate desire to relate to each person regardless of their condition. He continually seeks for us. The job of the Christian and the Church is to demonstrate God’s love and not to make them Christians.

As a result we are motivated to offer unconditional, sacrificial love and service to our fellow citizens. Whilst we desire the permanent transformation of a person’s life that can only come about through spiritual re-birth our service in not conditional on their response.

We are called to act as signposts not to our own church but to the Kingdom of God demonstrating the qualities of that kingdom by our faith, lifestyle and actions.

Strategic Objectives

The Strategic Objectives in this plan represent the key aims that CTiC wishes to achieve in the planning period. These aims must be specific and stretching whilst at the same time being achievable within the timescale envisaged.

In this plan they will be expressed initially as 3 broad objectives each designed to help deliver the Mission. These objectives will then be developed through this plan and in the operation of CTiC into more specific strategies and action plans for each year of the period for the purposes of implementation.

Activities in the current programme or proposals for activities that emerge from within CTiC will be tested against these Strategic Objectives in order to assist in deciding whether they represent sound proposals to advance the stated purpose and aims or are simply a diversion.

Delivering the Mission: Strategic Objective Uniting the Churches in authentic community Implement a programme of activities ensuring interaction and exchange between Christians of different traditions at a meaningful level to enable the growth of relationships [creating the opportunity for the wider community to participate, where appropriate] Equipping Christians to express their faith Establish a programme of training and development relevant to all leaders and members to equip them in all aspects of Christian faith, worship and service Serving our community together Initiate at least 3 new areas of service in which the Churches can participate so that Christians will become ‘good news’ to the people of Clevedon and concern for the developing world will also be encouraged

In addition to the 3 points within the Statement of Mission, it appears appropriate to add a 4th category of objective to address the shortcomings identified by the analysis of the organisational structure of CTiC.

Organisational development Strategic Objective Developing organisational capacity Undertake a programme of organisational development to ensure that the appropriate structures, resources and communications networks are put in place to serve the needs of CTiC and the Churches

Organisational Development

Comments on the current organisational structure

The main observations with regard to the organisational structure are as follows:  Clergy are involved in the decision-making and delivery of the CTiC Programme and can become obstacles to progress due to their high levels of commitment in their day-to-day functions  Decision-making takes place in the Clergy Fellowship and is relayed to the Representatives at the meeting of the Committee for ratification  Representatives are not empowered by their Churches or by the CTiC structure to make decisions and implement new initiatives  Leadership and management of CTiC activities fall in significant measure on the Chair

It is recognised that there is a considerable range of governance arrangements with the Churches and there is limited ability to devolve decisions to CTiC. This has contributed to making CTiC a collaborative partnership with limited autonomy. It is essential that CTiC establish an appreciation of the governance arrangements within the member Churches so as to understand the impact on decision-making.

If CTiC is to become more effective and the Representatives empowered to initiate and deliver programmes anticipated in the Strategic Objectives of this Plan, there will need to be a greater degree of delegation of authority and decision-making to CTiC within an agreed scope. As a result its governance arrangements will need to be strengthened and the level of autonomy defined in order to ensure continued compliance with its Statement of Belief, vision, values and objectives and to avoid breach of trust in the CTiC / Churches partnership.

Summary of the issues to be addressed

For any changes to the present organisational structure of CTiC to be successful the following issues needs to be addressed:  there is no group that undertakes the function of Governance  there is no clear definition for the role of the Committee – Executive or Governing Body?  the Clergy and the Officers currently act as the Executive  Stakeholders and Representatives both have limited engagement with the aims of CTiC

A successful organisational model

There are typically three functions to be fulfilled in an organisation with any degree of complexity:

Stakeholders – the parties with a keen interest in the success of the organisation  includes the ‘owners’ of the organisation  willing to invest in its future  benefiting from its success

Governance – the group that is responsible for the oversight of the organisation  accountable to the stakeholders of the organisation  ensuring that the organisation fulfils its mission  bringing the executive to account for its actions

Executive – the individual or group that is responsible for delivering the objectives of the organisation  action planning and making things happen  ensuring resources are in place  accounting for success (& failure) to the body charged with Governance

Options for the revised organisational model

The main objective from the present arrangements is the establishment or formalisation of a Governing Body and the clarification of the roles of the Clergy, Representatives and Executive. Two options are considered appropriate to examine. These are set out in illustrative from below.

In Option 1, the Clergy / Church Leadership is engaged at the oversight level providing spiritual leadership and allowing easy communications between CTiC and the Churches.

Whilst the current situation has the Clergy too involved in operations, the total absence of the Clergy / Church Leaders from the organisational structure of CTiC as suggested in Option 2 would simply not work. It is therefore proposed that Option 1 be adopted.

Role of the ‘Church Representatives’

The current Job Description of the Committee Members (Church Representatives) is set out in Appendix 2. It is proposed that this be reviewed in the light of the proposal to adopt Option 1 of the Organisational Structure above.

It is proposed that the Committee be renamed ‘Council’ to reflect it true role. The primary function of a Member of the Council is to accept responsibility (alongside fellow members of the Council) for ensuring that CTiC:  aspires to achieve the Vision and Mission for which it exists  works in accordance with the Values and Motivations of the organisation  sets and meets strategic objectives designed to fulfil the Mission

The Council Members will also:  appoint and hold to account the Executive  report on the work of CTiC to the member Churches  maintain the Constitution  determine applications for Membership of CTiC  monitor that CTiC acts in accordance with the Faithworks Charter in the execution of community service  set in place necessary procedures to ensure that CTiC and other associated organisations act in a way that maintains the good standing of Christian Church  receive reports on the application of financial and other assets of CTiC

Council Members will continue to be drawn from the Churches. As a result they will bring specific knowledge and experience of their own tradition and church life. However, their primary task will not be to represent their home Church. When sitting on the CTiC Council they will be expected to act in the interests of CTiC and all stakeholders, i.e. the member Churches and Associates of CTiC.

In preparing to bring about this change it will be necessary to secure the agreement of the existing Committee Members and Churches whom they currently represent that they both wish to continue as members of the renamed / re-defined CTiC Council

Chair & Executive of CTiC

It would be usual for the Chair of an organisation to lead the Governing Body and to be separate from the Executive. This pattern is followed in commercial organisations and assists in bringing to account the Executive and avoids confusion in the functions of the Governing Body and Executive management.

It is proposed that during the course of the plan period CTiC moves towards a situation where the Chair is no longer fulfilling the role of ‘Chief Executive’ and that the Chief Executive position is identified as a separate appointment. The term of the appointment for the Chair and Chief Executive need further review and consideration to ensure greater effectiveness and continuity.

Task Groups

The proposal for Task Groups is to establish standing or project specific working groups for the planning and execution of each programme or programme element set out in the Strategic Objectives.

For example, to undertake the delivery of the existing programme of Joint Services, a small team (Joint Service Task Group) would be drawn from the Churches consisting of those with a passion for and gifts for leading people in imaginative ways of worship, prayer and communicating the truths of Scripture. The Task Group would be encouraged to draw in others including the Clergy to deliver the programme with the aim of encouraging Unity amongst the Christians of the town.

The aim of involving the Joint Services Task Group would be to share the organisational burden, to remove the Clergy from direct responsibility for the services, to deliver high quality and increase participation.

Task Groups would be appointed by and report to the Executive. The Executive would in turn be accountable to the Governing Body.

Communications

Communication systems need to be enhanced to support the enlarged programme of CTiC. The use of modern communications methods, e.g. Web site, e-mail, etc will be essential to ensure that accurate and timely communications take place within CTiC and between CTiC and the Churches.

Programme Planning

Planning of the programme for CTiC will be undertaken sufficiently in advance to ensure that the main elements are known well in a timely way with adequate detail of the content and realistic costs to allow member Churches to be commit to those events that need significant investment and / or affect their own programmes.

It is proposed that an Annual Plan is prepared for consultation and agreement by the member Churches so as to conclude the Plan no later than [6 months] in advance of the start of the year to which the Plan applies.

David Tomlinson, Chair, CTiC Version 4, 28th August 2007

Tel: +44 (0) 1275 877 464 Tel: +44 (0) 1275 795 572 (daytime) Fax: +44 (0) 1275 795 573 Mobile: 07974 563 722 E-mail: david-tomlinson@blueyonder.co.uk

The Faithworks Charter

Principles for Churches and local Christian agencies committed to excellence in community work and service provision in the UK

Motivated by our Christian faith we _________________________________ commit ourselves to the following standards as we serve others in our community work and seek to model trust.

Signed________________________________ Date __________________

Position______________________________________________________________________

We will provide an inclusive service to our community by:

1. Serving and respecting all people regardless of their gender, marital status, race, ethnic origin, religion, age, sexual orientation or physical and mental capability.

2. Acknowledging the freedom of people of all faiths or none both to hold and to express their beliefs and convictions respectfully and freely, within the limits of the UK law.

3. Never imposing our Christian faith or belief on others.

4. Developing partnerships with other churches, voluntary groups, statutory agencies and local government wherever appropriate in order to create an effective, integrated service for our clients avoiding unnecessary duplication of resources.

5. Providing and publicising regular consultation and reporting forums to client groups and the wider community regarding the effective development and delivery of our work and our responsiveness to their actual needs.

We will value all individuals in a way that is consistent with our distinctive Christian ethos by:

1. Creating an environment where clients, volunteers and employees are encouraged and enabled to realise their potential.

2. Assisting our clients, volunteers and employees to take responsibility for their own learning and development, both through formal and informal training opportunities and ongoing assessment.

3. Developing an organisational culture in which individuals learn from any mistakes made and where excellence and innovation are encouraged and rewarded.

4. Promoting the value of a balanced, holistic lifestyle as part of each individual’s overall personal development.

5. Abiding by the requirements of employment law in the UK and implementing best employment practices and procedures designed to maintain our distinctive ethos and values.

We will develop a professional approach to management, practice and funding by:

1. Implementing a management structure, which fosters and encourages participation by staff at all levels in order to facilitate the fulfilment of the project’s goals and visions.

2. Setting and reviewing measurable and timed outcomes annually, and regularly to evaluate and monitor our management structure and output, recognising the need for ongoing organisational flexibility, development and good stewardship of resources.

3. Doing all we can to ensure that we are not over-dependent on any one source of funding.

4. Implementing best practice procedures in terms of Health and Safety and Child Protection in order to protect our staff, volunteers and clients.

5. Handling our funding in a transparent and accountable way and to give relevant people from outside our organisation/project reasonable access to our accounts.

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Churches Together in Clevedon (CTiC)

Strategic Plan for the period 2008-12 – Operating Guidelines

Executive Summary and Instruction to the Member Churches

During 2007 a fresh vision and strategy was developed and agreed by CTiC. The Plan grew out of a

strong desire to build upon the excellent relationships and track record of the members of CTiC. In

particular it anticipates an increased impact on the community resulting from the Christian Churches

working together in a more effective way.

The Member Churches were consulted on the content of the Plan in the autumn of 2007 and indicated

their broad support for the proposals. The Plan includes the following statement of the Mission for

which CTiC exists is

“to increase the effectiveness of the Churches of Clevedon in the God-given task of

transforming our community”.

It continues to state the strategic aims by which it will deliver the Mission and create the desired

impact:

§ Uniting the Churches in authentic community

§ Equipping Christians to live out their faith and

§ Serving our community together

The Plan notes that CTiC and the Churches are partners in fulfilling God’s plan for Clevedon and that

together they are instruments for outreach and advocates for those in need and without a voice.

An important conclusion reached in the Plan is that CTiC should not act in isolation from the Churches

but neither should it be constrained by being able to do only those things that are equally supported by

all the Churches in the town. From time-to-time CTiC may need to challenge the barriers between the

different traditions if it is not simply to develop a programme that represents the ‘lowest common

denominator’.

The Plan also refers to developments in the organisational structure and operations of CTiC and the

purpose of this paper is to amplify the proposed refinements to the operations of CTiC resulting from

the commitment to the Strategic Plan. These developments can be achieved within the framework

provided by the existing constitution and should therefore be seen as guidance describing how CTiC

relates to the Member Churches and on the operation of the Council and Executive of CTiC.

The most obvious change is the reversion to the use of the description ‘Council’ to refer to the

Governing Body of CTiC. This group is currently referred to as the ‘Committee’ on which

Representatives of the Member Churches (currently referred to Committee Members) are invited to

contribute to the operation of CTiC. It is proposed that the Council re-establishes its governance

function clarifying its accountability to the Churches for actions of the Council, Chair and Executive.

Member Churches are invited to consider these proposals and provide their response to the Chair of

CTiC in advance of the proposed Extraordinary Meeting of the Committee of CTiC to be held on the 9th

April 2008. It is proposed that at this meeting, the Committee agrees to the adoption of the Strategic

Plan and Operating Guidelines becoming the Council of CTiC in the process.

The support of the Member Churches to these changes is considered to be essential. It is our hope

that they will carefully consider these proposals and in particular the following aspects:

§ Role and responsibilities of the Member Churches and the CTiC Council

§ Appointment and function of the Chair and Executive of the Council

§ Limits of authority of the various parties

It is considered that these proposals do not represent a significant departure from the current

arrangements and practice. However, they clarify the relationships between CTiC and the Member

Churches and create a role for the Council Members that is different from the current situation.

Member Churches and current Representatives may wish to reconsider their position and are invited

to advise CTiC of the outcome of their consideration prior to the EGM in early April. It is suggested

that the 31st March 2008 be the deadline for receipt of responses.

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Churches Together in Clevedon (CTiC)

Strategic Plan for the period 2008-12 – Operating Guidelines

Foreword

Over recent years there has been a growing desire within the Christian Churches of Clevedon to

become a more effective and unified body of Christ’s followers working and witnessing in the

community in which we live and are called to serve. A Strategic Plan has been prepared to establish a

fresh vision of how CTiC can bring Christians together in worship, witness and action and to set the

Churches on a path that will see our community coming closer to the model that God intends.

Introduction

The Strategic Plan, prepared by a Working Group drawn from the CTiC Committee represents the

outcome of research, discussion and prayer over the wide range of issues that should influence the

future direction, activity and operation of CTiC over the coming period.

This plan was consideration by the CTiC Committee on the 27th June 2007 and was offered to the

member Churches and associated organisations for consultation during the autumn of 2007. This

consultation process confirmed the broad-based support for the strategic direction of CTiC set out in

the Plan. It is now proposed to move towards the formal adoption of the Strategic Plan for the period

2008-2012 in an Extraordinary Meeting of the Committee of CTiC to be held on 9th April 2008.

The purpose of this paper is to set out in more detail the proposed changes to the operation and

organisation of CTiC that are referred to in the Plan. CTiC now seeks via the Representatives of the

Churches the authority to the formal approval of the Strategic Plan and these Operating Guidelines.

Organisational Development

Introduction

In order to secure the organisational improvements described in the Strategic Plan there appears to

be no requirement to fundamentally change the existing Constitution. The intention of the Guidelines

is therefore to provide a description of the way the Churches wish to operate CTiC to deliver the aims

of the Strategic Plan whilst continuing to follow the framework provided by the existing constitution.

Once the new pattern of operating has settled down there may be a requirement to fine-tune the

constitution. It is proposed that these minor changes be held over until experience of the operation of

the guidelines has been gained after a 12 month period.

Required functions for a successful organisation

For an organisation with any degree of complexity there are three functions to be fulfilled:

Function Definition

Stakeholders – the parties with a keen interest in the success of the organisation

Governance – the group that is responsible for the oversight of the organisation

Executive – the individual or group that is responsible for delivering the objectives of the organisation

Objectives of the Operating Guidelines

The adjustments to the present organisational structure and operations of CTiC needs to achieve the

following objectives:

§ Confirm the identity, role and responsibilities of the Member Churches (Stakeholders)

§ Define the role, responsibilities and membership of the Council (Governance of CTiC)

§ Clarify the appointment and function of the Chair of the Council

§ Clarify the appointment and function of the Executive of CTiC

§ Set out the Annual Planning and Budgeting process for CTiC

§ Describe the limits of authority of the various parties

§ Confirm the identity, role and mutual responsibilities of Associate Members of CTiC

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Member Churches (Main Stakeholders)

There are 13 Churches that in 2008 are members of CTiC, as follows:

§ All Saint’s Church

§ Clevedon Baptist Church

§ Christchurch Methodist Anglican Ecumenical Partnership

§ Kenn Road Methodist Church

§ Living Waters Church

§ St Andrew’s Church

§ St John’s Church & The Church in the School

§ St Mary’s Church

§ St Paul’s, Walton in Gordano (to be confirmed at the AGM on 27th January 2008)

§ St Peter’s Church

§ Salvation Army

§ Society of Friends

§ The Friary

Roles and responsibilities of the Member Churches

1. To pray for, engage with and support the work of CTiC

2. To release their Clergy / Church Leader to engage with CTiC to provide spiritual leadership

and to act as a Member of Council of CTiC

3. To appoint from their Church appropriately gifted and experienced people to provide spiritual

leadership and to serve as Members of Council of CTiC

4. To receive, consider and approve with reservations, if necessary, the Strategic Plan of CTiC

on a 5 yearly basis together with any relevant interim updates and changes

5. To receive, consider and approve with reservations, if necessary, the Annual Plan & Budget of

CTiC

6. To contribute to the running costs and costs incurred on specific events as agreed in the

Annual Plan & Budget of CTiC

Associate Members of CTiC (Stakeholders with a less direct interest in CTiC)

The organisations that are currently part of the extended membership of CTiC are as follows:

§ Clevedon Care

§ YMCA

The role and relationships between CTiC and its Associate Members requires further consideration

and will be developed during the course of 2008-09 in consultation with the Member Churches and the

current Associates.

CTiC Council (Governing Body)

The Council of CTiC will fulfil the function of a Governing Body with the membership consisting of both

the Clergy / Church Leadership and lay Members of Council appointed by the Churches. Council

Members will be expected to bring wisdom and leadership together with direct knowledge and

experience of their own tradition and church life.

Executive

Officers / Task Groups

Other Stakeholders

Associate Members, e.g.

Clevedon Care, YMCA

Main Stakeholders

Member Churches

Governance

CTiC Council consisting of

Clergy / Church Leaders

& Church appointed

Members of Council

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However, their primary task will not be to represent their home Church. When sitting on the CTiC

Council they will be expected to act in the interests of CTiC and all stakeholders, i.e. the member

Churches and Associates of CTiC.

Roles and responsibilities of the Council (and by implications its Members)

The principal function of a Member of the Council is to accept responsibility (alongside fellow

members of the Council) for ensuring that CTiC:

§ aspires to achieve the Vision and Mission for which it exists

§ works in accordance with the Values and Motivations of the organisation

§ sets and meets strategic objectives designed to fulfil the Mission

In order to fulfil this function Council Members will:

1. Appoint the Chair of Council

2. Appoint and hold to account the Executive Officers and others charged with the delivery of the

Annual Programme of CTiC

3. Report on the work of CTiC to the member Churches

4. Act as advocates for the endeavours of CTiC assisting in the promotion of its activities

5. Maintain the Constitution and other procedural documents

6. Determine applications for Membership and Associate Membership of CTiC

7. Monitor that CTiC acts in accordance with the Faithworks Charter1 in the execution of

community service

8. Ensure that necessary procedures are established to ensure that CTiC and other directly

associated organisations act in a way that maintains the good standing of Christian Church

and of CTiC

9. Receive reports on the use of the financial and other assets of CTiC

10. Ensure financial probity and best practice in the operation of CTiC including approve the

accounts of CTiC on an annual basis

In preparing to bring about this change it will be necessary to secure the agreement of the existing

Church Representatives (Committee Members) and the Churches whom they currently represent that

they wish to continue as members of CTiC Council with its redefined role. It is hoped that the

individuals and Churches can address this issue to ensure that any changes in membership are

addressed in time for them to participate in adopting the Strategic Plan and Operating Guidelines at

the EGM of CTiC on the 9th April 2008.

The rules governing the appointment of Council Members will be the responsibility of each Member

Church. It is anticipated that Members of Council will serve for a minimum of 2 years. Member

Churches can remove or replace their appointees at their discretion. The Council can with due reason

request that a Member Church reconsiders an appointment of their appointee. The resignation of a

Member can only be requested by the Council in exceptional circumstances, e.g. acting in such a way

as to bring CTiC into disrepute.

The current Job Description of the Committee Members (Church Representatives) is set out in

Appendix 2. It is considered that these will require some adjustment. It is proposed that the Job

Description be reviewed in the light of experience of these proposals following a period of 12 months.

Chair, Vice Chair & Executive Officers of CTiC

It would be usual for the Chair of an organisation to lead the Governing Body and to be separate from

the Executive. This pattern is followed in most large commercial organisations. It assists in defining

roles, ensuring that the Executive is ‘brought to account’ and avoids confusion in the functions and

roles of the governing body and executive management.

It is proposed that during the course of the period of the Strategic Plan CTiC moves towards a

situation where the Chair is no longer also fulfilling the role of ‘Chief Executive’ and that the ‘Chief

Executive’ position is identified as a separate appointment. The term of the appointment for the Chair

and Chief Executive need further review and consideration to ensure effectiveness and continuity.

1 See subsequent section entitled ‘Values’.

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For the time being the Chair will continue to be appointed by the Council at the AGM and will serve for

2 years. The Chair may serve a longer period of office subject to being nominated and re-elected

every 2 years.

Candidates for election as Chair must at the time of their election be a regular member of one of the

Member Churches and should receive support by at least 5 members of Council to be nominated for

election. The Chair will be appointed in secret ballot and will be the candidate receiving a majority of

the votes cast. In the event of a motion of confidence or in the event on only one nomination for

election, the Chair would be expected to receive at least 2/3 of the votes cast.

The role of the Chair will include the following:

As Chair of the Council, responsible to the Stakeholders:

1. Contributing significantly to the vision and leadership of the Council

2. Chairing meetings of the Council

3. Contributing to the development of the Strategic Plan

4. Leading the selection and appointment of the Executive

5. Supporting the Executive

6. Promoting the work of CTiC

7. Fulfilling the other roles of a Member of Council as previously defined

As Chief Executive, responsible to Council:

1. Developing and maintaining the Strategic Plan

2. Preparing and executing the Annual Programme

3. Reporting to Council on all matters relating to the activities of CTiC

4. Ensuring effective communications within and outside CTiC including public relations and

communications with Associate Members

5. Managing the annual budget and reporting to Council on income and expenditure

6. Developing and operating appropriate best practice procedures for CTiC

It has been the practice to appoint a Vice Chair to ensure continuity and to act as a Deputy to the

Chair. This will continue for the present and be kept under review and potentially revised as the roles

of Chair and Chief Executive are separated. The timing and procedure for the appointment of a ‘Chief

Executive’ will be the subject of future discussion and development.

The Vice Chair, if appointed will not automatically be appointed to the position of Chair and will be

subject to the nomination and election process set out above.

Executive

The Executive Officers currently consist of the Chair, Vice Chair, Secretary, Treasurer and Publicity

Officer. The Secretary (Colin Parry) has recently announced his desire to step down and will do so

formally with effect from the EGM in April 2008. The provision of administrative, financial and PR

support to the Executive of CTiC is therefore currently under review.

The needs of CTiC are changing and the creation of an effective executive that will take on a greater

role in developing and delivering an enlarged annual programme is a pressing need. The provision of

administrative functions, e.g. organising venues, minute taking, circulation of papers, etc. could be

addressed by experienced administrative support resources rather than by senior leaders, as at

present.

Proposals will continue to be developed with the aim of bringing them to the Council of CTiC for

approval at the EGM in April 2008.

Task Groups

The proposal for Task Groups is to establish standing or project specific working groups for the

planning and execution of each programme or programme element set out in the Strategic Objectives.

Task Groups would be appointed by and report to the Executive.

For example, to undertake the delivery of the existing programme of Joint Services, a small team

(Joint Service Task Group) would be drawn from the Churches consisting of those with a passion for

and gifts for leading people in imaginative ways of worship, prayer and communicating the truths of

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Scripture. The Task Group would be encouraged to draw in others including the Clergy to deliver the

programme with the aim of encouraging Unity amongst the Christians of the town.

The aim of involving the Joint Services Task Group would be to share the organisational burden, to

remove the Clergy from direct responsibility for the services, to deliver high quality and increase

participation.

Values

As an organisation, CTiC exists to engage with Churches, individual Christians and organisations that

accept the Statement of Belief and to serve the community in which it is set. The core values that

govern the way CTiC conducts its business and treats each person are love, humility, compassion,

forgiveness and honesty.

CTiC is passionate about its mission and strives for excellence in all that it undertakes. Whenever

CTiC engages with our community we commit to being accessible and inclusive to all yet distinctively

Christian in all we do.

CTiC is already engaged in the delivery of services to the community through its associate

organisations. As CTiC considers the possible expansion of community service one way of

demonstrating our firm commitment to excellence in community work and service will be to sign-up to

the Faithworks Charter. It is by demonstrating commitment to excellence in this way that Oasis2 has

been accepted as partners for the delivery of education, health and care services by national and local

government in the UK.

The Council will be invited to commit to the Faithworks Charter during the next 12 month period.

Communications

Communication systems need to be enhanced to support the enlarged programme of CTiC. The use

of modern communications methods, e.g. Web site, e-mail, etc will be essential to ensure that

accurate and timely communications take place within CTiC and between CTiC and the Churches.

Programme Planning

Planning of the programme for CTiC will be undertaken sufficiently in advance to ensure that the main

elements are known well in a timely way with adequate detail of the content and realistic costs to allow

Member Churches to commit to those events that need significant investment and / or affect their own

programmes.

It is proposed that an Annual Plan is prepared for consultation and agreement by the Member

Churches so as to conclude the Plan no later than 6 months in advance of the start of the year to

which the Plan applies.

Limits of Authority

The Strategic Plan refers to CTiC becoming a more effective organisation empowered to initiate and

deliver programmes anticipated in the Plan. In order to achieve a greater degree of delegation of

authority and decision-making to CTiC the Plan anticipates setting out appropriate scope for

delegation to the Council and its executive.

The following limits of authority are therefore proposed to provide the assurance that CTiC is an

organisation that is subject to appropriate levels of control and governance whilst working in

partnership with the Member Churches.

This schedule is not designed to be an exhaustive list of issues. It should be taken as an guide to the

responsibility for the decisions that will need to be made and should therefore be of value to the

current and future member Churches, Members of Council and the Executive in the operation of CTiC.

2 Oasis is an independent Christian organisation that has been engaged in the delivery of healthcare, education

and developmental initiatives in the UK and throughout the developing world.

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Aspect Proposed by: Approved by: Authorised by:

Strategic / Annual Planning process

Strategic Plan Chair / Chief Exec Council Member Churches

Annual Programme Chair / Chief Exec Council Member Churches

Financial commitment by Member Churches Chair / Chief Exec Council Member Churches

Financial controls

Annual Budget Chair / Chief Exec Council N/a

Unbudgeted expenditure Chair / Chief Exec Council N/a

Budgeted expenditure Task Group Leader Chair / Chief Exec N/a

Appointments Nominated by: Appointed by: Means of removal:

Council Members Member Churches Member Churches Member Churches

Chair / Vice Chair Council Members Council Council

Chief Executive Chair of Council Council Council

Task Group Members Chair / Chief Exec Chair / Chief Exec Chair / Chief Exec

Admin Support Chair / Chief Exec Chair / Chief Exec Chair / Chief Exec

David Tomlinson, Chair, CTiC

Version 2, 15th January 2008

Tel: +44 (0) 1275 877 464

Tel: +44 (0) 1275 795 572 (daytime)

Fax: +44 (0) 1275 795 573

Mobile: 07974 563 722

E-mail: david-tomlinson@blueyonder.co.uk

Appendix 1

CTiC – Proposed Operational Guidelines

Relevant extract from the existing Constitution dated 3rd March 2000

Appendix 2

Appendix 3

The Faithworks Charter

Principles for Churches and local Christian agencies committed to excellence in community work and

service provision in the UK

Motivated by our Christian faith we _________________________________ commit ourselves to the

following standards as we serve others in our community work and seek to model trust.

Signed________________________________ Date __________________

Position______________________________________________________________________

We will provide an inclusive service to our community by:

1. Serving and respecting all people regardless of their gender, marital status, race, ethnic origin,

religion, age, sexual orientation or physical and mental capability.

2. Acknowledging the freedom of people of all faiths or none both to hold and to express their beliefs

and convictions respectfully and freely, within the limits of the UK law.

3. Never imposing our Christian faith or belief on others.

4. Developing partnerships with other churches, voluntary groups, statutory agencies and local

government wherever appropriate in order to create an effective, integrated service for our clients

avoiding unnecessary duplication of resources.

5. Providing and publicising regular consultation and reporting forums to client groups and the wider

community regarding the effective development and delivery of our work and our responsiveness to

their actual needs.

We will value all individuals in a way that is consistent with our distinctive Christian ethos by:

1. Creating an environment where clients, volunteers and employees are encouraged and enabled to

realise their potential.

2. Assisting our clients, volunteers and employees to take responsibility for their own learning and

development, both through formal and informal training opportunities and ongoing assessment.

3. Developing an organisational culture in which individuals learn from any mistakes made and where

excellence and innovation are encouraged and rewarded.

4. Promoting the value of a balanced, holistic lifestyle as part of each individual’s overall personal

development.

5. Abiding by the requirements of employment law in the UK and implementing best employment

practices and procedures designed to maintain our distinctive ethos and values.

We will develop a professional approach to management, practice and funding by:

1. Implementing a management structure, which fosters and encourages participation by staff at all

levels in order to facilitate the fulfilment of the project’s goals and visions.

2. Setting and reviewing measurable and timed outcomes annually, and regularly to evaluate and

monitor our management structure and output, recognising the need for ongoing organisational

flexibility, development and good stewardship of resources.

3. Doing all we can to ensure that we are not over-dependent on any one source of funding.

4. Implementing best practice procedures in terms of Health and Safety and Child Protection in order

to protect our staff, volunteers and clients.

5. Handling our funding in a transparent and accountable way and to give relevant people from outside

our organisation/project reasonable access to our accounts.

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Operating Guidelines