CHURCH GOVERNANCE AT

SWALLOWFIELD
A D D R E S S IN G TH E C U R R E N T IS S U E S .

EXECUTIVE SUMMARY
As elders we reviewed the existing model and had frank discussions as to our role, relationship and call.
We reviewed the existing model of church governance which we agree is fairly sound although some
tweaking is needed.
The General conclusions were as follows:
1. Our pastoral area is that where the greatest need exists
2. The two streams of leadership need to be strengthened
3. The second tier of leadership urgently needs to be more deliberately mentored
There was a focus on the leadership role of David within the context of our model of governance. It was
agreed that the current burden placed on him was unreasonable and if not addressed shortly would prove
detrimental to him and to the church.
1. David would draft a proposed JD reflecting his sense of call within the current emerging and
evolving model of governance at Swallowfield
2. The elders will be accountable to craft a transformation plan to release him into this role and to
cover the areas that will require filling as a result of the transition
3. The restructuring plan needs to be completed (ideally) before the next financial year

OVERVIEW
We have in the past months been examining church governance at Swallowfield both structurally and
functionally.

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SPECIFIC COMMENTS

LEROY
We are under-supported pastorally. We need to identify and address our primary role which is to give
pastoral guidance
Leroy sees role as giving supervision to two broad areas: Leader for stewardship aspects of
Tier of leaders succession planning
We need to intentionally mentor the next tier of Leadership
Communicate wisdom to the flock
We need to accelerate the process of brining in pastoral assistance

PAUL
We are seeking to have a structure to engage in our role
Our pastoral role implies responsibility for the care of the entire flock
The current load for David is unbearable
We as elders need to move more intentionally to facilitate pasturing
We need to take care of our captains mentoring
We need to seamlessly integrate youth into the entire functioning of the church
We (oversight) need to grasp our place in the big picture and model this so that the entire (membership) is
engaged in positively influencing the youth
We need to focus on mens roles as fathers
Camps / opportunities for the local church community to retreat, fellowship and be refreshed are a
missing element in our recent experience
Our leadership shills and abilities need to be improved
Discipleship needs to become more intentional and adaptive to styles and needs
LETS DO IT EACH IN THE WAY THAT WE HAVE BEEN GIFTED.

RICHARD (M)
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Lets involve others to support us in the pastoral role

FRANK
1. Separation of accountabilities and roles within which David now functions
2. Identify and agree structure, ensuring that each grouping best addresses needs at the cluster / team
level
3. Agree and implement management protocols for the foregoing
4. We need to address both the admin as well as the pastoral / servant leadership components in the
groups
5. Stewardship needs to be defined vis--vis leadership
6. Elders / pastors need to be more present in the modeling of shepherding / servant leadership
7. The whole must be integrated and captains are not only pastors but are pastored and both arms
function together
8. Integrated interim guidance for clusters are needed

CECIL
1. We need to define Davids role
2. We need to look at the structure to see how we can make it happen. It is now complex and
cumbersome. One leader is needed to oversee the executive team which is a full time job
3. We need to quickly agree the redistribution of function and roles at all levels beginning with the
elders
Cecils most important role was reaffirmed as one of mentoring and coaching leaders. However it was
emphasized that elders need to share mentorship

GENERAL

The matters of governance involve complex interrelationships requiring sophisticated design and
implementation of both structure and function
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It is perhaps time that we redefine the role of a Chief Operating Officer

The cascading implication is that we may need to re-script the role of elders in the context of our model
of governance at Swallowfield.
We need to also review and document the specific responsibilities of each elder within the context of our
call and accountabilities.
The process with which Andrea was supporting us needs to be completed to build out the model, identify
gaps and ensure that these are filled.
In building out staffing for the support of the strategic imperatives we need to complete in time for the
financial year beginning April 1 2009

ADDENDUM

The responsibility that faces us is that every person in Swallowfield needs to be pastored and accountable.
Other implications are that we as elders need more formal training in Leadership Skills, such as for
example Transformational Leadership.
Our strategic Planning Team needs to take the agreed policies and be given the mandate and
empowerment to run with it. It further emphasizes the need for a trusted COO who would on behalf of the
oversight provide day to day guidance for this process.
This document needs to be filled out and serve as the basis of an operational plan for the church.
These draft notes are incomplete for one simple reason. My backup system for meetings failed for the
first and only time that this has ever happened to me. I realize that what transpired that morning among us
was the move of the Spirit of God in a very real and meaningful way, and the enemy struck back with a
vengeance. As a consequence therefore it will need some reconstruction and I ask for your input in this
process
Let us persevere confident that we are accomplishing His mission.

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