SOUTHMINSTER PRESBYTERIAN CHURCH

Southminster Presbyterian Church
Pastoral Relations Committee
Handbook
Revised Sept. 2014
THE SOUTHMINSTER PASTORAL RELATIONS COMMITTEE
The Southminster Pastoral Relations Committee was formed in March of 2011 in
response to the work of the session-appointed task forces and the recommendations
of the Administrative Commission. A formal recommendation came from the
Personnel Committee to the Session. As a committee of the congregation, the SPG
members were presented and approved at the March congregational meeting.
It should be noted that this guide is adapted from The Pastoral Relations
Committee, an excellent handbook compiled by The Parish Life and Leadership
Ministry Team of the United Church of Christ. Their guide was based on an earlier
work produced by the Commission on Ministry of the American Baptist Churches,
U.S.A. We are grateful to both of these organizations for their work.
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I. WHAT IS A PASTORAL RELATIONS COMMITTEE?
The Pastoral Relations Committee is a standing committee that seeks to support and
maintain an open and healthy relationship between the pastor and members of the
congregation. The committee serves in two primary ways: as an advisory group to
the pastor and as support for the pastor’s leadership. As an advisory group the
committee shares ideas, dreams, hopes, expectations, and concerns of the
congregation with the pastor. As support for the pastor, the committee interprets
roles, functions, and needs of the pastor to the congregation.
Constructive and caring communication in an atmosphere of confidentiality and
trust is essential to the work of the committee. This committee is the congregation’s
fundamental support group for the pastor. It builds the framework in which conflict
can be dealt with creatively. Its goals are the professional growth and well being of
the pastor and the promotion of mutual ministry between the pastor and the
congregation.
The basic reason for sustaining open and healthy pastor-people relationships
through the work of this committee is to enhance the effectiveness of the church’s
mission. The nurture of the pastor by this committee not only brings about a
wholesome and healthy congregation but also creates a climate in which the
spiritual life and mission of the people are strengthened. Serious attention to the
dynamics of the relationship between pastor and congregation can result in a local
church able to carry out its ministry effectively.
II. WHY HAVE A PASTORAL RELATIONS COMMITTEE?
A Pastoral Relations Committee acknowledges the importance of the healthy
relationship between the pastor and the congregation. Such a committee aids a
church in following Paul’s instruction: “Help carry one another’s burdens, and in
this way you will fulfill the law of Christ. So then, whenever we have an opportunity,
let us work for the good of all, and especially for those of the family of faith.”
(Galatians 6:2,10)
Through the ministry of the PRC, ways can be found to improve or maintain the
relationship between the pastor and the congregation to enhance their mutual
ministry, to resolve unfruitful conflict, and to assist the church in its mission and
ministry. A trained and active Pastoral Relations Committee allows a congregation
to care personally for its pastor.
The relationship between the pastor and congregation should be constructive,
rewarding, and satisfying. As the people of God they share joys, heartaches,
personal crises, and important decisions in ways that bind their lives together.
However, sometimes the pastor-people relationship is characterized by tension,
distrust and conflict. When this occurs, there needs to be an arena for helpful and
honest dialogue out of which new understandings may arise and new commitments
to ministry may be forged.
A structure within the church that deals with the relationship between pastor and
congregation is itself and indication that the relationship seeks to be a solid base for
an effective witness and mission in the local church, the community, and the world.
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Attention to personnel policies and practices and expectations is required if a local
church is to be responsible to the person called to be pastor and teacher.
III. ORGANIZATION Of A PASTORAL RELATIONS COMMITTEE
Size of the Committee
The Pastoral Relations Committee shall be comprised of the pastor and five
members of the congregation. A small committee makes it easier to establish
relationships of trust with in the committee and to maintain confidentiality.
Membership Qualifications
Choice of committee members is crucial. The members must be people whose ideas
and opinions are valued by the pastor and members of the congregation. Since
members of the session have a role in evaluating the pastor, they are not eligible for
membership on the PRC.
The following skills and attributes are generally looked for in members of a PRC.
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Christian character than commands the respect and admiration of the
congregation and the pastor.
Maturity
Patience and flexibility
Vital interest in the life of the church
Ability to maintain confidentiality
Ability to appreciate different points of view
Ability to negotiate and reconcile differences
Availability for listening to church members
Trustworthiness
Willingness to learn how to be effective in this ministry
No person possesses all these characteristics in equal strength. Prospective
members of this committee must be carefully considered to see if they adequately
possess these skills and attributes.
Selection of the Committee
 The chair of the nominating commitee will consult with the pastor in
generating a list of potential nominees and present those names to the
session for input and review prior to recruiting candidates.
 Because the session has responsibility for evaluation, elders may not serve
on the PRC while they are sitting elders.
Term of Service
The Pastoral Relations Committee will serve for a term of two years. Vacancies will
be filled by the nominating committee following the selection process described
above. In order to provide continuity, in the first year, three members will be
nominated for a two-year term and two members for a one-year term.
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Accountability
The Pastoral Relations Committee is established as a separate standing committee
accountable to the congregation rather than to the session. The Pastoral Relations
Committee will make an annual report to the congregation. The Pastoral Relations
Committee will meet at least quarterly. Notices of meetings will be published in
advance.
Relationship with a Pastor Nominating Committee
When it becomes necessary to form a search committee for a new pastor, it may be
advantageous to include current or past members of the Pastoral Relations
Committee.
Because of their training, knowledge of the expectations of members of the
congregation, and the experiences of the pastors who have served previously, they
have skills and knowledge that could be valuable to a pastor nominating committee.
When a new pastor is called, the term of service of the PRC will be extended for a
period of six months regardless of how long they have served. During the six
months the PRC will be comprised of the five members elected by the congregation
plus two members from the Pastor Nominating Committee. This process provides
continuity and support for the new pastor until s/he is familiar with members of the
congregation and is prepared to present a list of names (along with a list from the
session) to the nominating committee so they can present a new slate for election by
the congregation.
IV. FUNCTIONS AND RESPONSIBILITIES OF A PASTORAL RELATIONS COMMITTEE
A. Understanding the Pastoral and Congregational Roles
The PRC and pastor interact with each other and come to appreciate each other’s
understanding of the expectations and roles of pastor and members of the
congregation in carrying out the intended mission of the church.
Roles and expectations are themselves derived out of long experience and trust that
God calls persons whose ministries are to help build up the body of Christ. Roles
and expectations are always within this deeper context in which ministries serve,
equip, and embody the faithful mission and ministry of the church and its members.
As this deeper context is actively remembered, the work of a PRC becomes an act of
stewardship, taking care for the health in the relationship of pastor and
congregation. All these relate to the up-building of faith and faithfulness of the
church and its members in church and society.
Members of the congregation expect many things, and many different things from
their pastor. For example, some expect a dynamic sermon every week. Others want
to be visited regularly. Some think the pastor should take an active role in the
stewardship program; others think the pastor should not mention money. Some
want the pastor to lead the congregation in addressing social issues, while others
fear this might lead to conflict among members. They need to recognize that pastors
have specific and limited abilities, interests, and time. Helping the congregation to
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have reasonable expectations of the pastor and helping the pastor to have a clear
picture of priorities are essential functions performed by the PRC.
Pastors have many roles: preacher, teacher, counselor, visitor, administrator, and
resource person to the congregation. Tasks of the PRC include helping clarify
pastoral position descriptions and mutual expectations about what the pastor is to
do and determining what has priority.
It should also be acknowledged that pastors have expectations of congregations. Of
course, there are expectations of fair compensation and other forms of support. But
there are also expectations related to participation and responsiveness, taking on
volunteer tasks, and being about ministry in church, in the community, and beyond.
The PRC is a setting in which these expectations can be expressed and ways found to
develop sensitivity to them.
B. Providing a Communication Link
The committee serves as a vehicle to promote healthy relationships between the
pastor and congregation. Providing an opportunity for the pastor to reflect in
confidence about personal concerns, hopes, ambitions, and frustrations is very
important.
It is also important for the committee to feel free to express its views to the pastor.
Openly and honestly communicating feelings and reactions of church members to
the pastor is vital. Defining areas of potential conflict between the pastor’s ministry
and that of the congregation and assisting in developing alternative solutions and
possibilities for avoiding destructive conflict are important tasks of communication
for the committee.
Important and necessary communication will occur when there is an understanding
that the pastor and the committee will regularly review the pastor’s leadership, the
congregation’s responsiveness to it, and the pastor’s response to the congregation.
For personal well being and effectiveness, the pastor needs a group within the
congregation with whom there can be real openness about matters that may be
troubling to the pastor. The committee needs to encourage the pastor to plan time
for personal recreation, exercise, relaxation, spiritual development, and personal
relationships. Demonstrating concern for the pastor’s total being in ministry
communicates genuine acceptance and care for the person who has been called to
“equip the saints of the church.”
C. Helping the Church and Pastor Deal with Conflict
Although the functions of the PRC are designed to prevent destructive conflict and
misunderstanding by promoting healthy relationships, sometimes such conflict does
occur. At these times, the committee can serve as the reconciling agent between the
pastor and the congregation. If serious conflict arises, the committee will want to
call upon the presbytery staff who are experienced in this area.
Disagreements must be negotiated as soon as possible or they will dissipate
strength. The congregation has a high stake in harmonious, caring relationships
being created in the midst of differences. Not all disagreements can be resolved.
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Because people are so different in theology, personality, and background, some
differences can never be totally eliminated. Richness and strength in ministry may
come from an appreciation of diversity in the church. But, that will only come about
as the result of an intentional atmosphere of good communication and clear
confidentiality.
D. Advocating Participation in the United Presbyterian Church and Ecumenical Activity
The committee can play an important role in supporting and advocating the pastor’s
participation in the life of the wider church. Doing so helps to underscore that the
local church is itself part of a wider church and that the pastor has responsibility to
fulfill this wider church dimension of ministry by virtue of being an authorized
minister of the PCUSA.
The pastor may be requested to serve on boards or committees that are
denominational or ecumenical in nature. These opportunities to serve the wider
church mission and ministries are not to seen as in addition to, but rather a part of
the ministry of pastors. The committee can encourage participation and help to
interpret such participation to members of the local church.
E. Assisting in Start-Up with the Pastor
The work of the pastor nominating committee continues until the new pastor has
arrived, is received by the congregation and is installed by the presbytery and local
church. Because search committees disband once their work is done, it is helpful to
have them work with the Pastoral Relations Committee to ensure that the transition
in leadership is smooth and that commitments that have been made to the pastor
are honored.
It may be helpful to use the Congregation Information Profile as a way of surfacing
congregational expectations. Of course, no pastor can be found who will fulfill all
the congregations’ expectations. The church should always be ready to deal
realistically with what it wants from a new pastor. This committee can be the group
that helps everyone deal realistically with expectations. There is no greater cause of
low morale and eventual conflict in ministry than the unresolved conflict of
expectations between pastor and people.
They will want to be especially observant and available in the first six months of the
new pastor’s tenure. The committee can help the pastor and the congregation
adjust to each other and come to accept the differences that exist in the new
relationship from the previous ones.
At the end of six months, the pastor and the committee will want to discuss how
things are going in the new relationship. Some helpful questions that might be
asked are:
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How do the new pastor and the congregation feel about the relationship
and why?
Are there issues that need to be handled in the normal process of
beginning a new relationship?
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Are there any concerns that need to be responded to quickly so they do
not become an obstacle to a satisfactory start-up?
 Are there any surprises?
A similar conversation should take place at the end of one year.
It is often difficult for members of a congregation to make the transition from the
previous pastor to the new one, especially in the first months after the arrival of a
new person. It is natural for some to feel more comfortable in calling a former
pastor at a time of crisis or celebration. For the sake of the ongoing ministry of the
church, it is important to make the transfer to the new pastor’s leadership as
smooth and as full as possible right from the start. The PRC can be very helpful in
this time of transition by interpreting this need and its importance to the
congregation.
The PRC will want to work with the pastor nominating committee to see that there
are as few unspoken expectations as possible. Expectations that are never laid on
the table and, therefore, never mutually affirmed, can become sources of irritation
and conflict that impair the relationship and sometimes set it up for failure.
F. Monitoring the Evaluation Process
It is not a function of the PRC to participate in the responsibilities of the Personnel
Committee and Session for evaluation and determining compensation of the pastor.
However, the PRC can be helpful in making certain the primary focus of evaluation is
to improve ministry, not assess failure, that the process is fair, and that there are
clearly defined policies in place with provisions for salary, continuing education,
vacation, holidays, sick leave and grievance procedures. The PRC should be a strong
advocate for evaluation based upon mutually accepted goals and objectives. The
PRC does have a responsibility to advocate for the spiritual and physical well being
of the pastor. This includes encouraging the timely use of vacation and continuing
education time as provided in the contract.
G. Assisting with Termination Procedures
A congregation and the pastor experience emotions like those experienced by
person in grief when a resignation is announced. One of the early tasks of the PRC
should be to work through basic procedures that will apply when a pastor is in
transition.
The PRC helps all parties move through the process following resignation by the
pastor so they emerge better able to carry on ministry in the name of Christ.
Emotions toward the pastor may run the gamut from deep love to bitter animosity.
Other feelings such as anger, rejection, disappointment, concern, depression, and
guild may be part of the experience. Such feelings may be directed at anyone
involved. The committee needs to help the congregation and pastor work through
their feelings.
How is this done? One way is by pairing, in their own conversation and perhaps in
statements to the church, every negative statement with a positive one. For
example, “We will deeply miss our pastor, but we are sure that God has called
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her/him to another area of service where others will respond to his/her leadership
and care.”
A farewell service should include the celebration of specific accomplishments in the
pastor’s ministry and expressions of appreciation. This will be helpful to the
outgoing pastor and, just as important, it will help the congregation to feel good
about itself. It will enable members of the congregation to appreciate their capacity
to function in Christ like manner even in difficult times. It will give them home in
their ability to relate to future leaders.
In the case of a forced resignation, the committee needs to be very sensitive to the
situation and be supportive of the pastor (and pastor’s family when they are
present), as well as help in the healing process with the congregation. The
committee needs to help the church be fair in all aspects of the situation, including
allowing sufficient time, with compensation, for the pastor to find another position,
realizing that a resignation without a place to go increases the difficulty of finding
another position. A situation handled poorly and without compassion can produce
pain within the church and impair the church’s future ministry.
The committee can help plan for and conduct an exit interview. These have proven
to be an invaluable resource to the Pastor Nominating Committee for closure of a
pastorate. Exit interviews may be conducted at the close of a positive ministry or
one that was filled with stress. The committee may ask the presbytery for samples
of exit interviews.
V. PLANNING COMMITTEE MEETINGS
As a general rule the committee should meet with the pastor at least four times a
year. However, an unscheduled meeting may be called any time the pastor or a
committee member feels there is a need to meet. During the first six months of a
new pastorate, or newly formed committee, monthly meetings may be very helpful.
This gives time for training when a new committee is just beginning its experience.
Regular meeting dates should be established. If a meeting is called only in times of
trouble, the purpose and effectiveness of the committee will be weakened.
The effectiveness of the committee rests heavily upon trust being built and
maintained between the pastor and the committee. In order to ensure
confidentiality, committee members must refrain from telling anyone, even spouses,
about the content of the meetings. If the committee decides to keep minutes, they
should be only a brief record of decisions made. The minutes are not shared beyond
the committee. Reports to the session should be general narrative, not a
compilation of the minutes.
The committee should agree on a method of facilitating meetings. This might
include appointing a facilitator for a period of time, or rotating the responsibility
among the members. The role of the facilitator is to develop an agenda and to
facilitate discussion of agenda items during the meeting. It is important that the
agenda be shared well in advance of the meeting so proper preparation can be done
by all members prior to the meeting.
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The following is a example of agenda items to be discussed during a PRC meeting.
Time will not permit every item listed below to be discussed at every meeting.
Some items listed are annual emphases and others might be considered as the need
arises.
A. Agenda check: Are there items to be added to the agenda? In the event
that there isn’t time to discuss all items, which ones are most important?
B. Checking in: Catching up with each other since we last met. (Led by
facilitator.)
C. Worship: prayer or brief devotions (Led by member.)
D. A time for taking the pulse of the congregation, where hurts are shared
and victories celebrated. (Led by facilitator)
E. Relational issues from the pastor that need reporting and discussing
a. An event or experience to share and celebrate
b. Recent disappointment
c. Future expectations
d. Most persistent concern
e. Other concerns, ideas, feelings
F. Relational issues from the congregation that need reporting and
discussing. (Led by facilitator)
a. Areas of strong satisfaction with and appreciation of pastor at the
present time.
b. Specific items that have caused some negative reaction or
expression of concern.
c. Other feedback
G. Specific issues assigned for this meeting such process for annual review,
continuing ed. plans, annual meeting report, etc. (Led by facilitator.)
H. A training session to help the committee function better led by designated
person.
I. Assignments for next meeting. (Led by facilitator. ) Are there steps that
should be taken to try to resolve or improve a particular situation? What
needs to be communicated to the congregation? What groups or
individuals should be contacted in order to clarify and interpret the
pastor’s or the congregation’s ministry?
As the work of the PRC progresses, there are ways to increase the skills,
knowledge, and effectiveness of the each participant. Included in this packet are
a number of resources that committee members can use for initial and ongoing
training. In addition, committee members should contact presbytery staff for
resources that can be purchased or borrowed.
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CASE STUDIES TO BE USED FOR INITIAL AND ON-GOING PRC TRAINING
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