Governance and Administration
"Allison has shown an amazing ability to not only exceed expectations but has also maintained a calm, non-anxious presence during what many would call stressful times. I have observed the way she has taken care of our colleagues at the Institute for Excellence in Ministry and Ministry Days with a cheerful smile and pastoral warmth, I have watched her lead and coordinate volunteers with a deft touch and focused awareness of the task, I have heard her extoll the depth of her passion for Unitarian Universalism and her quiet, strong commitment to sharing our faith as far as possible. Allison has been a leader on our staff in so many ways and is someone who can always be counted on not only to get the job done but will suggest better ways to get it done and make sure that it reflects our values and purpose along the way."
-The Rev. Don Southworth, Executive Director of the Unitarian Universalist Ministers Association
I was seventeen years old the first time I went to an Annual Meeting at my home congregation and I was immediately hooked. I discovered that I am genuinely fascinated by the many different ways in which we organize and make decisions in our congregations--a fascination that has only grown as I have encountered congregations of different size and culture. While administration and governance may seem like they ought to fall in the "dull but necessary" category of church life, I find them anything but dull. The ways in which we run our congregations are part of how we express our values to the world, and build community within the congregation.
Over the past ten years, I have been involved in family, pastoral and program-sized congregations in large and small cities, and in the suburbs. Each congregation has its own character, and with it, its own systems and processes. One of my great delights is to partner with lay leaders to examine the systems in place in a congregation and consider how how and if we might better serve one another and our world. These questions are particularly salient when a congregation is hoping to grow -- either in numbers or in spirit.
Most of my work on governance has been with congregations and organizations that have been in the first few years of utilizing some form of policy governance. In witnessing the different ways in which congregations understand and deal with this shift, I have come to appreciate both the importance of starting with a good model AND of having the flexibility to mold that model to suit the particular needs of the community. There is no one-size-fits-all when it comes to church governance, and I deeply value the fact that our congregational polity allows us to create the best systems for our particular context.
I approach ministry as the shared work of lay leaders, paid staff and clergy. I am deeply collaborative, and value the democratic principles that are at the heart of our faith. Shared ministry is built on a foundation of communication, trust and accountability. I hold myself to high standards and hope that those with whom I minister will aspire to the same. I also know that we will all make mistakes, and hope that there is enough trust in any shared ministry that we might be gentle with ourselves and one another.
I have been steeped in administration ever since I started my work in congregations. Nearly every position I have held has required lay leadership development, volunteer management, scheduling and record-keeping, budgeting (and sticking to the budget!), communication, facilitation, policy and procedure development, and lots of organization. I understand the importance of these nuts and bolts, and know how to keep the big picture in mind as well.
Over the past ten years, I have been involved in family, pastoral and program-sized congregations in large and small cities, and in the suburbs. Each congregation has its own character, and with it, its own systems and processes. One of my great delights is to partner with lay leaders to examine the systems in place in a congregation and consider how how and if we might better serve one another and our world. These questions are particularly salient when a congregation is hoping to grow -- either in numbers or in spirit.
Most of my work on governance has been with congregations and organizations that have been in the first few years of utilizing some form of policy governance. In witnessing the different ways in which congregations understand and deal with this shift, I have come to appreciate both the importance of starting with a good model AND of having the flexibility to mold that model to suit the particular needs of the community. There is no one-size-fits-all when it comes to church governance, and I deeply value the fact that our congregational polity allows us to create the best systems for our particular context.
I approach ministry as the shared work of lay leaders, paid staff and clergy. I am deeply collaborative, and value the democratic principles that are at the heart of our faith. Shared ministry is built on a foundation of communication, trust and accountability. I hold myself to high standards and hope that those with whom I minister will aspire to the same. I also know that we will all make mistakes, and hope that there is enough trust in any shared ministry that we might be gentle with ourselves and one another.
I have been steeped in administration ever since I started my work in congregations. Nearly every position I have held has required lay leadership development, volunteer management, scheduling and record-keeping, budgeting (and sticking to the budget!), communication, facilitation, policy and procedure development, and lots of organization. I understand the importance of these nuts and bolts, and know how to keep the big picture in mind as well.