Diocese of Johannesburg
Parish Council Workshop
May 2015
AGENDA
1.
2.
3.
4.
5.
Introduction and Welcome
Vision
Management vs Leadership
Leadership in a Christian Environment
Principles of Good Governance
1. 8 Characteristics as defined by the United Nations
2. Application of above characteristics to Church
Councils and Parishes
6. Tea
7. Church Wardens – Functions
8. Parish Council – Functions
9. Checklist for Wardens and Parish Council
10. Property
1. Acquisition, Alterations and Disposal
2. Maintenance
3. Insurance
11. Close
Biblical Quotes on Vision
• Where there is no vision the people perish
Proverbs 29 v18
• If the blind lead the blind, both shall fall into
the ditch
Matthew 15 v14
Servant Leadership defined
• Is servant, rather than leader first
• Servant leadership has vision
• Has trustees to maintain vision and to ensure
accountability
Characteristics of Servant
Leadership
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Listening
Accepting and empathising
Tolerance of weakness and imperfection
Foresight, anticipation and intuition
Awareness and perception
Persuasion and example
Persistence and determination
Courage to venture and risk
Creates autonomy through opportunity
The institution as servant
• Most caring is mediated through institutions today –
hospitals, churches, NGOs
• Institutions can be impersonal and self-serving
• Energy must be directed to be effective
• Leaders must care for institution and all the people it
touches
• Trustees are symbol of institutional quality
Good Governance – what is it?
• Leadership and management of an institution,
including a parish
• Applies to business and government
• King Commission Report gives guidance
• Requires commitment to the spirit and not the
letter of the guidelines
Key steps for any institution
• Values, vision, goals and strategy
• Proactive organisation and planning
• Day-to-day oversight
• Coherent leadership - empowering
Management vs Leadership
LEADERSHIP
MANAGEMENT
•
Planning and Budgeting
•
Organising and Staffing
Execution
•
Outcome
•
Creating an Agenda
Developing a human
network for achieving
agendas
John P Kotter
•
Establishing
Direction
•
Aligning People
Controlling and
Problem Solving
•
Motivating,
Inspiring
Predictability and Order
•
Produces Change
General Principles of Leadership
Five general principles can be deduced from the New Testament teaching as a whole:
1. All authority is derived from Christ and exercised in His name and Spirit
2. Christ’s humility provides the pattern for Christian service (Mat Ch 20 v 26 – 28)
3. Government is collegiate rather than hierarchical (Mat Ch 18 v 19 & Ch 23 v8; Acts
Ch 15 v 28)
4. Teaching and managing are closely associated functions (1 Thes Ch 5 v 12)
5. Administrative assistants are required to help the Teachers of the word (Acts C6 v 2
-3)
CHARACTERISTICS OF GOOD GOVERNANCE
Source: United Nations paper, What is Good Governance?,
www.unescap.org/huset/gg/governance.htm (24 December 2006).
CHARACTERISTIC
DEFINITION
Accountability
Accountability is a key requirement of good
governance.
Consensusoriented
Good governance requires mediation of the
different interests in society to reach a broad
consensus on what is in the best interest of the
whole community and how this can be
achieved.
CHARACTERISTIC
DEFINITION
Effectiveness
and efficiency
Good governance means that processes and
institutions produce results that meet the
needs of society while making the best use of
the resources at their disposal.
Equity and
inclusiveness
A society’s well being depends on ensuring
that all its members feel that they have a stake
in it and do not feel excluded from the
mainstream of society
CHARACTERISTIC
DEFINITION
Participation
Participation by all is a cornerstone of good
governance.
Responsiveness
Good governance requires that institutions and
processes try to serve all stakeholders within a
reasonable timeframe.
Rule of law
Good governance requires fair legal
frameworks that are enforced impartially.
CHARACTERISTIC
Transparency
DEFINITION
Transparency means that decisions made and
their enforcement are achieved in a manner
that follows rules and regulations.
King III and Church
King III has broadened the scope of corporate governance in South Africa with its core
philosophy revolving around leadership, sustainability and corporate citizenship.
These key principles are given prominence:
•Good governance is essentially about effective leadership. Leaders need to define
strategy, provide direction and establish the ethics and values that will influence and
guide practices and behaviour with regard to sustainability performance.
•Sustainability is now the primary moral and economic imperative and it is one of the
most important sources of both opportunities and risks for institutions. Nature, society,
and institutions are interconnected in complex ways that need to be understood by
decision makers. Incremental changes towards sustainability are not sufficient – we
need a fundamental shift in the way institutions act and organise themselves.
•Innovation, fairness, and collaboration are key aspects of any transition to
sustainability – innovation provides new ways of doing things, including meaningful
responses to sustainability. Fairness is vital because social injustice is unsustainable and
collaboration is often a prerequisite for change.
King III and Church
•Social transformation and redress is important and needs to be integrated within the broader
transition to sustainability. Integrating sustainability and social transformation in a strategic and
coherent manner will give rise to greater opportunities, efficiencies, and benefits, for both the
institution and society.
•King II required companies to implement sustainability reporting as a core aspect of corporate
governance. Since 2002, sustainability reporting has become a widely accepted practice and
South Africa is an emerging market leader in the field.
•However, sustainability reporting has not been embraced by non-commercial institutions, and
this is to be encouraged..
TEA
15 Minutes
Parish Council (Canon 28)
The functions of the Council shall be:
1. to consider matters affecting worship, stewardship, evangelism, education, social
responsibility and pastoral care, to examine the needs of the community , and to initiate
such action as shall be determined in any of these concerns
2. to consider the general welfare and accommodation of all licensed clergy and, where
applicable, their families and dependents, and to take such action as they deem necessary
3. to seek at all levels such contact with other Christians as shall strengthen Christian witness
and promote Christian unity
4. to have direction and control of the properties and revenue and expenditure of the Parish,
subject to Articles XVIII and XIX of the Constitution, the Canons of the Province, and the
Rules of the Diocese in which the parish is situate
5. to receive, consider and approve the estimates in respect of each financial year
6. to receive and act upon all matters referred to it by the Bishop, the Diocesan Synod and
other competent bodies
Church Wardens (Canon 29)
Churchwardens are the officers of the Bishop and the principal representatives of the
congregation
Together with the Incumbent they constitute the executive of the Parish Council and have
special responsibility in the following matters:
1. To ensure that a register is kept of all parishioners
2. To keep an inventory of all goods, ornaments and furniture belonging to the church and
to deliver the same to their successors on ceasing to hold office
3. To provide for the safety and preservation of registers
4. To execute the policy of the Parish Council relating to property and parochial finance
and to be responsible for the preparation of annual estimates of revenue and
expenditure and the presentation of accounts to the Vestry
5. To see to the seating of the congregation, without respect of persons
6. To aid the Incumbent with information and counsel in all matters relating to the Parish,
and particularly in cases contemplated in the rubrics before the service of Holy
Communion.
It is their duty to complain (in writing) to the Bishop or Archdeacon if there should be anything
plainly amiss or reprehensible in the life or doctrine of the Incumbent and also if there be
anything contrary to order or decorum in the administration of Divine Service
G6: CHECKLIST FOR CHURCHWARDENS AND COUNCIL
This checklist is intended as a guide to good governance and stewardship over the
assets and activities of the Parish. It provides for appropriate accountability and
transparency both to Parishioners and the Diocese and should form the basis of the first
meeting of a Parish Council after election by Vestry.
1.
Organisation
•Have responsibilities for the various activities of the Parish been allocated to
portfolios of Council and committed to in writing so that the scope of responsibility
and authority is clear?
•No separate Bank accounts may be opened for subsections but all finances must
be accounted for on one General ledger.
•Where necessary are there policies and/or procedures in place to guide the actions
of the portfolios?
•Are those portfolios required to report regularly to Council on progress, including
performance against their budget?
•Does Council meet monthly and conduct business in accordance with a carefully
prepared agenda?
•Are minutes kept of all Council and Executive meetings which record all decisions
taken?
•Does Council receive copies of all Executive committee minutes?
2
Budgetary control
•Has an annual budget been prepared and approved by Council and Vestry?
•Are monthly accounts prepared which measure performance against budget?
•Are variances from budget explained to Council and approved by it?
3 Controls over income
•Are there clear procedures in place to record all income, particularly Sunday
collections, as soon as possible after receipt and for regular banking?
•Is any expenditure made from cash income before banking properly recorded and
approved?
•Are these procedures working effectively?
4. Controls over expenditure
•Are there clear procedures for requesting expenditure eg a requisition form which
must be supported by vouchers and approved by the responsible portfolio?
•Are cheques signed by two signatories only after the approved vouchers have
been presented? Electronic payments released by two authorized persons.
•Is a list of cheque and cash payments made, and to be made, presented to Council
for approval at each meeting?
•Only abnormal payments should be explained at council meetings all others must
be in terms of the approved budget.
•Are all vouchers properly filed by month for easy reference and safe-keeping?
•Where electronic banking is done, both releasers should sign the audit trail
provided by the bank which should be attached to the accounts or invoices.
5
Accounting records
•Are suitable books or other forms of accounting record kept which enable monthly
accounts to be prepared and will meet the needs of the auditors or Independent
Verifier?
•Do you have an auditor or Independent Verifier?
•If not, have you discussed the matter with the Diocesan Office?
6.
Human resource matters
•Do you maintain a file for each clergy person, lay staff member and volunteer
which contains all the information required by law, including a contract of service or
employment letter?
•You must use the services of the Diocesan office for all your staff’s monthly payroll
process.
•Are you satisfied that no emoluments (Stipends or allowances) of any kind have
been paid to clergy, lay staff or volunteers without the deduction of taxes in
accordance with our tax laws? This includes Easter Offering and gifts etc.
•Is there an employment contract for each staff member.
7
Controls over assets, registers and record
•Is a proper record of all Parish moveable assets maintained and kept on the Parish
premises?
•Do all these assets exist, are they maintained in good order and are they
adequately insured?
•Are Parish buildings being properly maintained?
•Are the parish buildings and contents adequately covered by insurance, bearing in
mind the replacement costs of these assets. (Advice may be sought from the
Independent Verifier or from a local builder or estate agent.)
•Are proper registers of all Parishioners, Services, Baptisms, Funerals and
Marriages being maintained?
•Are back-up copies of computer files made regularly and kept off the premises?
•Are the parish registers kept in fire-proof Safe.
8
Reporting to the Parish
•Is there regular reporting to the Parishioners on the financial and other
performance of the Parish?
•Are the Financial Statements displayed monthly on the Notice board?
•Are the DG lists displayed on Notice board every six months without names to
confirm accuracy and awareness?
•Is this guided by the Parish Vision and related strategies?
•How frequently does it happen?
•Are both oral and written reports provided?
•Are written reports sent to all Parishioners or are they only seen by those attending
services?
•Are there suitable forums for Parishioners to discuss progress with members of
Council?
PROPERTY
IMMOVABLE PROPERTY MATTERS
A:
CANONS AND RULES
Canon 31
Rules: Schedule I and Schedule M
B:
INTRODUCTION
Ownership of all immovable property is vested in the Diocesan Trustees on behalf of a
parish. No property may be purchased or altered without first obtaining their permission.
Details of the procedure to be followed are outlined below.
No consecrated ground or building shall be sold without authorisation from Synod. The
Revocation of Consecration may only be given by the Bishop of the Diocese.
It is essential to ensure that all buildings are insured at replacement cost. When any
alterations or additions are complete it is the duty of the parish to inform the Diocesan
Office so that insurance can be arranged.
C:
PROCEDURE
There has to be a Special Vestry meeting called with the only item on the agenda being
the proposed building (New; Alterations; Sale)
The following has to be presented to Vestry:
•Reason why the parish council believe that the (new / alterations / sale) building is
necessary
•Plans drawn by a professional architect (Where applicable)
•The architect should also prepare all other documentation that might be
necessary in terms of municipal bylaws.
•Three quotations for the cost of construction of the building
•The quotations must, where possible, be from reputable building concerns
•if the cost is estimated to exceed R250,000 then there must a report from a
certified Quantity Surveyor
•Where necessary funding will be obtained
•Funding can only be from existing parish savings or from borrowings from the
Diocesan Trustees.
•No funding outside of the Diocese is permitted unless specific permission is
obtained from the Diocesan Trustees.
•In some instances a Bishop’s Faculty (permission) is required. (Canon 31.2)
Once Vestry has approved the proposed building the above documents have to be
submitted to the Diocesan Trustees for approval.
Only once the building has been approved by the Diocesan Trustees can
building operations begin.
E:
INSURANCE:
It is essential to ensure that all buildings are insured at replacement cost. When any
alterations or additions are complete it is the duty of the parish to inform the Diocesan
Office so that insurance can be arranged.
Who to Contact in the Diocesan Office
1
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2
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1
3
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4
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5
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6
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Finance
Terry Chamberlain
George Boyce
Property
Diana Modumo
Insurance
Diana Modumo
Banking
Ivy Matthews
Medical Aid / Pension
Ivy Matthews
St Joseph’s
Nico Palmer
terry.chamberlain@anglicanjoburg.org.za
george.boyce@anglicanjoburg.org.za
diana.modumo@anglicanjoburg.org.za
ivy.matthews@anglicanjoburg.org.za
nico.palmer@anglicanjoburg.org.za
011 375 2700
www.anglicanjoburg.org.za