Last Thursday the Global Connections Council met for its twice yearly meeting to think and pray about the future. As I retire from GC in June, it was my last time with them. I had the privilege of sharing some thoughts about the last 13 years and my time here. My successor Anna Bishop was there and it was great to think through together some of the many challenges that she will face over the coming months and years.
Let’s be honest, team-working is often only an aspirational value in both church and mission agency. I say this because it’s fine until we talk about doing it in top-leadership – i.e. a “team directorate”. This is ‘sacred ground’, which provokes questions such as “Is it biblical?”; “Someone has to be the buck-stop?”; “What when you disagree?”; “How does accountability work?”
This is the third in a series of blogs on the Global Connections conference in May 2016, From Where I’m Sitting, where we sought to explore mission from different perspectives. You can listen to the talks on the Global Connections events page. I had the privilege to seek feedback on what was heard on the last morning and made a wide range of points.
Another key point raised was “Agencies and churches need to do something about their Governance”
I was very challenged by Chris Kidd’s comment about trustees. It is vitally important that we are well run, but legislation is now taking that to an extreme. It is only a part of a trustees’ role whatever the Charity Commission says. Being well run and balanced books is not the “be all and end all”.
Some people are a bit strange – and I confess to being one of them. I enjoy serving on Charity Boards. Though often having to turn up after a long day at work, or take unpaid leave, when there are good meetings I come out energised and grateful to God. When the charity has clear direction and purpose, even more so.
But what makes a good Board of trustees? The Charity Commission seems to be putting increasing burdens on trustees in the areas of compliance, financial accounting, risk assessment, policies of an ever expanding nature – and I could go on. Sadly it means that this can often dominate meetings and take up disproportionate amounts of time. Who wants to be a trustee just to do this sort of stuff?