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Equipping the Leadership Policy GroupTerms of Reference Review and Develop policy on:
Recommendations(1) That approval be given for the Equipping the Leadership Policy Group to trial alternative ordination, induction and commissioning services which retain the key elements present in the existing services but which also reflect modern language and style as well as the leadership for mission policy. (2) That the Rev. Dr Simon Rae be admitted to the status of Principal Emeritus of the former Theological Hall of the Presbyterian Church of Aotearoa New Zealand. (3) That Assembly confirm its intention that the Hewitson Library remain based at Knox College in Dunedin. (4) That Assembly approve the formation of a committee to raise funds for the further development and operation of the Hewitson Library, Knox College. (5) That regulation 194 (1) concerning cessation of tenure be amended by the addition of the following words at the beginning of the regulation "Except as provided in the Ministry Regulations Appendix E-17, 3.4 or ..." (6) That the following amendments be made to the Student Regulations, Appendix E-13 in the Book of Order.: (a) Student Regulation 4.1 be amended by the substitution of the word "may" with the word "shall" (b) Student Regulation 4.4 be amended by replacing the words from "candidate" on line 2 to "ordained ministry" on line 3 with the following words "...Presbytery Student convener or representative for each candidate of the candidate's acceptance or otherwise as a student for the ordained ministry, such information to be conveyed to the student within the following seven days." (7) That Appendix E-19 of the Book of Order be repealed Report1. Introduction1.1 Whilst there are no significant recommendations being brought to this General Assembly, there are a number of significant developments under way that we want to bring you up to date on. Equipping and providing the right kind of leadership is a key component in the Church's strategic plan. The major challenge facing our Policy Group, and indeed the Church, is how to embody the concept of leadership for mission in the life of the Church in such a way that real change is seen to occur. If this does not happen, the decline will continue. 1.2 Our paper on leadership for mission, which was distributed to parishes towards the end of 2001, is a key document for encouraging talk about the kind of leadership our Church requires at this time. But a paper in itself will not generate change. It requires implementation, not only through our systems of training (the School of Ministry plays a vital role here) but also through a culture of goal setting and appraisal at parish level, and through the forms and processes of our Church - e.g. our services of induction and ordination. This will be a priority for our Policy Group over the coming year. 1.3 For a variety of reasons, we are seeing in our Church a shift in understanding of the role that the ministry of word and sacrament plays in the life of a parish. Something of this shift is evident in the recommendations being brought forward by the Task Group on Lay Ministry. There is a call for the concept of the priesthood of all believers to be given stronger expression through shared leadership and ministry, and a call for greater accountability, not only for ministers of word and sacrament but also for elders, parish councillors and other congregational leaders. Moreover, the competencies that today's Church requires of its leaders and ministers are not necessarily the same as for previous generations. An important part of our work is to identify those competencies that will serve the Church both as it currently is and as it is will be through emerging models of church and ministry. 1.4 As the Church focuses increasingly on the variety of forms of leadership and ministry so there is a growing emphasis upon the value of specialist ministries, including ministries with children, families and youth. Training needs are quite specific to each form of ministry, and are being attended to through the work of the School of Ministry, the Unit of Lay and Recognised Ministries, and the Mission Resource Team. We commend their work to the Church. Their programmes are constantly being refined in accordance with the needs and directions of the Church. We believe that the School of Ministry's profile in the Church is being steadily strengthened. There is a strong possibility that its role will be expanded, especially if the recommendations of the Mission Resourcing Review are approved. The implications of such an expansion need to be carefully considered. 2. Leadership for Mission2.1 Promoting the concept. Following on from the 2000 General Assembly, at which a discussion paper on leadership was put before dialogue groups, Leadership for Mission packs were distributed to parishes in November 2001. The packs included a paper on the subject of leadership, a set of discussion questions, and a list of resources (including regional contact people) . The packs are available in a variety of languages. 2.2 As a follow-up, the Communications Unit conducted a telephone survey of a sample of parishes and Presbyteries throughout the country. Whilst the pack has had some success in promoting the concept of mission leadership, and for some it has proved to be a useful resource, the survey indicates that the distribution of the resource pack has not in itself prompted widespread engagement with the issue of mission leadership by sessions and parish councils. 2.3 Embedding the concept in our structures and processes. Human Resource practices. Following on from the promotion of the concept of leadership for mission, the Policy Group is now identifying how its policy development relates to roles, relationships and responsibilities as outlined in the Book of Order, especially in relation to congregational leadership, including Ministers of Word and Sacrament, elders, and conveners of Sessions and Parish Councils. This focus is required if the Leadership from Mission policy is to be embedded in our structures and processes. We are developing a schema of key result areas, key tasks and responsibilities and performance indicators. This in turn will provide a basis for developing a system of appraisals for congregational leaders, including clergy, and will likely lead to a refinement of our system of continuing ministry formation. We would emphasise, however, that any appraisal system that emerges from this process must be part of a congregational Mission Plan, so that congregations and their elders or parish councillors are involved in setting directions and goals and having something for which they too are accountable. 2.4 In conjunction with this, we have begun the task of identifying specific competencies that the Church might hope to see being demonstrated by its leaders and should be focusing on in its programmes of training and ministry formation. An early draft of these competencies was communicated to the Church through the regional tutahi tatou of 2001. The feedback was positive, and work on the competencies is continuing. The competencies are already proving useful in guiding the work of the National Assessment Work Group. 2.5 Many people will observe that the above-mentioned developments are accepted practices in organizations with established human resource (HR) policies and systems in place. There is much that our Church can learn from these policies and systems, and indeed it must do so if it wants to see its Leadership for Mission strategy implemented at an operational level. 3. Services of Ordination, Induction and Commissioning3.1 Because those who are ordained (both ruling and teaching elders) and those who are commissioned to specific ministries play such a significant role in the leadership of our Church, it is necessary that our liturgies reflect our commitment to the concept of leadership for mission. To this end, our Policy Group has invited a number of our more able liturgists to draft new services of ordination, induction and commissioning. None are yet ready to be presented to the General Assembly for adoption, but we do seek the authorisation of this Assembly to trial alternative ordination, induction and commissioning services which retain the key elements present in the existing services but which also reflect modern language and style as well as the leadership for mission policy. (See recommendation 1.) 4. The School of Ministry4.1 Whilst there is a separate report from the School of Ministry, we would note here the significance of the School's role in our work. The ordination studies programme is now well established while at the same time continually evolving, and we sense a greater confidence in the School - and, indeed, in the wider Church - about its role. Certainly the feedback from graduating students is very positive, and the calibre of graduates is encouraging. There have been a number of staffing changes since the last General Assembly. We record with appreciation the work of the past principal, Simon Rae, and of lecturers Milton Coleman and Joe Bush (and of Peter Marshall as interim principal, and Ian Robertson as an interim replacement for Milton Coleman) . And we note with enthusiasm the strength of recent appointments, namely, Neville Emslie as principal, and Susan Werstein as lecturer. At the time of writing this report, the process for finding Joe Bush's replacement has only just begun. 4.2 We are aware that the Mission Resourcing Review has produced recommendations that, if implemented, will impact upon the role of the School of Ministry. At the time of writing this report, a process is being established whereby that impact might be assessed. 4.3 The Rev. Dr Simon Rae was the last Principal of the Theological Hall and the first Principal of the School of Ministry. In appreciation of his service the General Assembly is asked to grant him the status of Principal Emeritus as has been the custom for all previous Principals. (See recommendation 2) 4.4 Hewitson Library - The Policy Group is firmly committed to the ongoing viability, growth and prospering of the Hewitson Library. It sees the Library as an integral part of the Presbyterian Church, serving the School of Ministry, the Church at large, the University, members of the general public and Knox College. The Council of Knox College shares that commitment and so is prepared to commence a widespread appeal for funding that hopefully will make the Library financially independent, thus taking considerable pressure off the Presbyterian Church resources. However, before the Council embarks on such a task, it seeks reassurance from the Church that its intention is that the Hewitson Library remains based at Knox College. In response to that request the Policy Group brings this proposal to the General Assembly. (See recommendation 3-4) 5. The Unit of Lay and Recognised Ministries5.1 This Unit was established at the initiative and through the generosity of the Synod of Otago and Southland, initially for a 5-year period. Three years into that period, an operational review of the Unit has been conducted, with positive findings. One of the more high profile initiatives of the Unit has been the Equip 5000 programme, which has been implemented in collaboration with the Mission Resource Team. We need now to assess where the Unit fits into the overall direction the Church is taking in relation to lay ministry training. This is a policy rather than an operational issue. 6. Transition Ministry6.1 Through the initiative of the Mission Resource Team, the pool of people equipped to exercise transition ministry is increasing. As its name suggests, transition ministry is a short-term ministry that guides a parish through a time of transition, usually during a vacancy, and often at a critical time in the parish's history when questions of mission and direction are especially acute. 7. National Assessment Work Group7.1 Last August two new co-conveners and at least two-thirds of the Work Group faced the challenge of running their first National Assessment weekend. The intensive preparatory meeting in April and the wisdom of the old hands ensured a quality experience and an enthusiastic team for this year. 7.2 The Work Group has picked up the extended assessment time-frame at Presbytery level approved by the last Assembly and is allowing a degree of flexibility on late applications if the candidate has completed their preparation studies. Modification of forms and consequential changes to the handbook are currently under way. 7.3 The major change trialed successfully last year was in the informing process. The established procedure requires all candidates to be informed of the results before they leave the event. Because of the relationships built between candidates during the weekend, this can have a traumatic impact both on those declined as well as on those accepted. After much deliberation it was decided to inform the Student conveners, who would convey the decision to the candidates, by pre-arranged appointment, in the privacy of their own homes before the end of the week. The change was intended to provide immediate pastoral support for those declined, as well as the opportunity to discuss alternative options with someone whom they know. It also allows the weekend to finish earlier on a high note for all candidates after lunch on Sunday. (See recommendation 6) 7.4 With the encouragement of EtheL, the National Assessment Work Group is also exploring psychological testing as an additional assessment tool, along with the newly developed "Competencies Wheel" which effectively charts the desirable skills and aptitudes for quality leadership. 7.5 While the Work Group is alive to the traditional focus on the assessment of potential leaders for ordained ministry in the parish setting, it is very much aware of developing forms of ministry outside that setting. In discussion with Ethel we are working on broadening the categories of assessment to make provision for future requirements 8. Personnel Work Group8.1 One of the primary responsibilities of the Personnel Workgroup of the Equipping the Leadership Policy Group is processing applications from ministers of other churches to become ministers of the Presbyterian Church of Aotearoa New Zealand. Since the last Assembly the workgroup has been in discussion with the National Assessment Workgroup and the School of Ministry to streamline our application processes in a way which will provide both consistency and appropriate flexibility to deal with a variety of situations and needs. 8.2 In dealing with applications from ministers of other churches, the workgroup notes that while it is appropriate to accept the ordination of other churches acceptance to our roll is by no means automatic. In determining an application the workgroup needs to consider the suitability of the minister to work within the Presbyterian Church of Aotearoa New Zealand. 8.3 Since the last Assembly the following applications have been approved
8.4 The workgroup continues to oversee the Transition Ministry Training programme, working with both the Uniting Church in Australia and the Anglican Church here in New Zealand. 8.5 It is currently engaged in reviewing all of the ministry regulations as part of the work associated with the re-write of the Book of Order. 9. Employment Agreements9.1 Terms and conditions for lay positions: Appendix E19 of the Book of Order needs to be repealed because it does not comply with the Employment Relations Act. See recommendation 3. Draft employment agreements are available from the Assembly office and may be down loaded from the Presbyterian web site. 10. Addressing the shortage of ministers of word and sacrament10.1 Statistics show that our Church is struggling to attract into the ministry of word and sacrament (a) people under the age of 35, and (b) women. Over a third of our clergy are within 10 years of retirement age. At the same time, fewer parishes are able to support full-time ordained ministry. Our Policy Group is looking at a range of strategies to address these issues: 10.2 We support the recommendations of the Lay Ministries Task Group. These will give parishes a range of avenues for providing a ministry of Word and Sacrament. 10.3 We are looking at ways of overcoming the disincentives to ordination for people under the age of 35 and women. For some the disincentive is a financial one; for others it is the length of training (5 years, consisting of 3 years of foundational theological studies and 2 years of ordinations studies) ; for others it is the requirement to relocate to Dunedin for the 2-year ordination studies programme. The School of Ministry is investigating the merits of introducing a distance programme. We are also reviewing the pre-requisite requirement of "the equivalent of 2 years full-time tertiary study in non-theological courses." 10.4 In conjunction with the above, we are constantly looking at giving people more choices, especially in relation to the completion of foundational theological studies. The key issue here is one of increasing the number of available options whilst maintaining quality. At present, candidates for ordination in the Presbyterian Church may complete their foundational theological studies at one of three institutions - the Universities of Auckland and Otago, and the Bible College of New Zealand - whose courses are evaluated periodically. Through the principal of the School of Ministry we have opened up discussions with Pacific Theological College (PTC) in Fiji and Malua in Western Samoa about the prospect of their courses being recognised too. PTC has welcomed the opportunity and the assessment process is well under way. The discussions with Malua are far less advanced, and no recommendation is likely in the near future. 10.5 Our Policy Group also recognises the Christchurch-based Ecumenical Institute for Distance Theological Studies (EIDTS) as a reputable provider of theological education and will be evaluating its LTh course with a view to possible accreditation in relation to foundational theological studies. There is a significant Presbyterian input into the programme, both through the teaching personnel and through its leadership - Bruce Hansen is the newly appointed Director, Robyn McPhail is the Board Chairperson and Graeme Nicholas is our other representative on the Board. 10.6 We are reviewing regulations concerning retirement, and have received from the Personnel Workgroup a paper asking if the Church should continue to have a compulsory retirement age for ministers of word and sacrament. We believe there is a strong case for arguing that it should be lifted, but this should be done only in conjunction with the introduction of an appraisal system that will be mutually beneficial to minister and parish. Until the appraisal system is in place we are not in a position to bring a recommendation to the General Assembly. We also envisage that appointments over the age of 65 normally would not be for unlimited tenure and would not be full time. A move in this direction may have implications for the Beneficiary Fund. These implications need to be explored. 10.7 In the meantime, there is a need to correct an anomaly in our existing regulations. Under E17, 3.4 of the Book of Order, which concerns the availability of retired ministers, a minister after retirement may be appointed to a full or part-time ministry other than the one from which he or she entered retirement. Under regulation 194, which concerns cessation of tenure, cessation is deemed to occur from the date the minister elects to retire, which may be at any time after reaching the age of 60 years, but not later than within one year of his or her 65th birthday. The combined effect of these clauses is that regulations intended to allow ministers who retire at 65 to continue working may only be applied to those who retire before 65. What is needed, therefore, is a consequential amendment to regulation 194 (1) . We recommend the insertion of the words, "Except as provided in Ministry Regulations App E 17, 3.4 ..." (See recommendation 5) 10.8 The MRT has been asked to develop a system of exit interviews for those that leave ordained ministry before retirement age. If there are factors in our Church driving people away from ordained ministry, we want to hear about them so that we can begin to address them. Issues that need to be considered here include the design of a standard format and decision about who will conduct the interviews, and what will be done with the information. Asora Amosa Graham Redding Conveners Equipping the Leadership Policy Group(Extra Report) Additional Report to the General Assembly regarding the accreditation of the Pacific Theological College (Suva, Fiji) and the Malua Theological College (Malua, Samoa) as foundation theological providers for the Presbyterian Church of Aotearoa New Zealand. Recommendations Regarding Pacific Theological College (PTC)(8) That the Presbyterian Church recognises the BD programme taught by the PTC as fulfilling the requirements of foundational studies required for entry into the School of Ministry's Ordination Studies Programme (OSP) , with the following conditions: (a) That BD graduates of PTC must have achieved a minimum B- grade average in that degree; (b) The make-up of the degree must fulfil the General Requirements of Foundational Theological Degree Studies as listed in the School of Ministry, Knox College Handbook; (c) That PTC graduates fulfil the other foundational requirements before entering the OSP; (d) That the Presbyterian Church recognition of the PTC BD as a foundational theological studies degree is for a period of 5 years, and a follow-up assessment is performed towards the end of that 5 year period; (e) That staff interaction is encouraged between the institutions, through the exchange of papers and lectures, and as study leave options; (f) That the Presbyterian Church negotiate with the Board of the PTC for entry of Presbyterian Church candidates for ministry into PTC on similar conditions for candidates from member churches of PTC. Recommendations Regarding Malua(9) That upon the satisfactory completion of the accreditation panel's work, the Equipping the Leadership Policy Group be authorised to accredit Malua's 4-year BD and BTheol programmes so Presbyterian candidates can do their foundational theological studies at Malua with the following conditions: (a) Such candidates would need to have some proficiency in Samoan language and culture. (b) Presbyterian graduates who have a B- average in Malua's BTheol degree and who have fulfilled the other foundational requirements would be offered entry to the OSP. (c) That Presbyterian graduates who have been awarded Malua's BD and who have fulfilled the other foundational requirements would be offered entry to the OSP. (10) That Malua CCCS graduates be offered the opportunity to do the 2-year MMin programme in Dunedin, joining the SoM OSP as much as possible, and for the SoM to supervise their University work where appropriate. (11) That a request be made to the Board of Malua Theological College that Presbyterian students can study at Malua, with the understanding that: (a) The students will be bonded to return to New Zealand and the Presbyterian Church on completion of their Samoan studies; (b) Presbyterian students sit and pass Malua's pre-entry exam; (c) At the end of the first year, which is DipTheol level, Presbyterian undergraduate students achieve a 75% average mark, which will allow them entry into the BTheol programme, otherwise they return home. (d) That the Presbyterian Church recognition of the Malua BTheol and BD as foundational theological studies degrees is for a period of 5 years and a follow-up assessment is performed towards the end of that 5 year period. (e) That staff interaction is encouraged between the institutions, through the exchange of papers and lectures, and as study leave options. Report1. Preamble1.1 At present the following three institutions are accredited foundational theological providers for the Presbyterian Church: the University of Otago, BTheol, MTheol; the Auckland Consortium for Theological Education, BTh; the Bible College of New Zealand, Bmin 1.2 Within these degrees candidates must have covered introductory and advanced papers in Biblical Studies, plus Greek and Hebrew language papers; introductory and advanced papers in Historical and Theological Studies; required papers in Pastoral Theology. 1.3 In addition to the completion of one of the above degrees candidates are required to complete two years of non-theological study at tertiary level. 2. Introduction2.1 During 2001 EtheL initiated a project to determine the possibility of the Pacific Theological College (PTC) (Suva, Fiji) and the Malua Theological College (Malua, Samoa) being accredited foundational providers for the Presbyterian Church of Aotearoa New Zealand. 2.2 The purpose for this project was to explore the possibility for Presbyterian ministry candidates to do their undergraduate (BTheol) or graduate (BD) theology degree in a South Pacific Island context before going to Dunedin and entering the Ordination Studies Programme at the School of Ministry. To study theology in such a setting may be particularly appealing to candidates of Pacific Island ethnicity or origin, but also to those of other cultures who see advantages studying in a cross-cultural environment. Further, there are many advantages for the Church's mission in developing closer ties with other theological providers in the South Pacific. 2.3 The Principal of the School of Ministry, the Revd. Neville Emslie, convened an assessment panel to undertake this work. It involved a review of course outlines and papers, and a visit by the Principal to PTC and Malua to establish relationships with his counterparts at PTC and Malua, meet with staff and students, and to view the facilities, including the libraries. 2.4 A key outcome of this assessment process has been the strengthening of relationships between the School of Ministry and PTC and Malua, especially between the principals, where important relationships have been forged. There is a desire to see staff interaction being encouraged between the institutions, through the exchange of papers and lectures, and as study leave options. 3. Pacific Theological College3.1 PTC and other South Pacific Theological Colleges have an accreditation body, SPATS (South Pacific Association of Theological Schools) which regularly assesses the College's programmes. 3.2 PTC teaches BD and MTh. All students who come to PTC have completed a DipTheol in their home theological college, hence they are deemed graduates and so do a BD. 3.3 The BD programme taught is at a BTheol level taught in other countries. An assessment of the Course Outlines, bibliographies, exam papers and staff qualifications for biblical studies, theology and church history is satisfactory for what we would expect of a BTheol. 3.4 The library appears satisfactory for BTheol level study in these above areas. Its strengths are in biblical studies, theology and church history; it is light in ministry studies. 3.5 The greatest difficulty the College faces is that of English language competence by presenting candidates and the political pressure the College faces by its member churches to graduate their students. 4. Malua Theological College4.1 All students (about 200 applicants a year) sit a pre-entry exam for admission into Malua. Following the DipTheol level exams at the end of the first year, those with a 75% average are admitted into the BTheol programme for the next 3 years. Those not achieving a 75% average continue with DipTheol studies. Graduates enter directly into the BD programme of 4 years. 4.2 The biblical studies papers at BTheol are at a satisfactory standard for our foundational studies requirements. Course outlines, bibliographies and exam papers in relation to theology and church history are currently being assessed. 4.3 A key concern the Malua Board has is that Presbyterian students might use Malua as a "back door" to gain entry into ministry of the CCCS. For this reason, it is suggested that Presbyterian students should be bonded to return to New Zealand and the Presbyterian Church on completion of their Samoan studies. Asora Amosa Graham Redding Conveners |
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