Comprehensive Audit Results of the Detroit Annual Conference

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Comprehensive Audit Results of the Detroit
Annual Conference

• Fall, 2004

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Comprehensive audit conducted to discern future
direction of DAC
Introduction

• Assessment conducted in 2004
• Purpose use as a tool to determine future
  direction of DAC
• Process
• Series of interviews and focus groups with both
  clergy and laity
• On-line survey with 100 respondents (clergy and
  laity)
• Conducted by assessment team
• Led by Dr. Robert Jennings, of the Babcock
  Graduate School of Management at Wake Forest
  University, Winston-Salem North Carolina
• Assessment team reviewed areas of
• Vision and Mission
• Conference Setting
• Organizational Structure
• Conference Programs
• Marketing and outreach
• Facilities
• Managing and Appropriating funds

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Introduction
Distributing information to all is the first step
in post-review process

• Responsibilities of the Monitoring Team
• Appointed by Bishop Lee
• Charged with establishing a process for
  disseminating information in the report
  Conference-wide
• The following presentation contains findings,
  implications and recommendations from the report
  of the comprehensive assessment
• Special note marketing/communications and youth
  ministry concerns are prevalent in almost all
  review areas

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Section I

• Conference Vision and Mission

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Conference Vision and Mission
DAC will pursue the Great Commission through a
vision rooted in spiritual development and
stewardship

• United Methodist Mission To make Disciples of
  Jesus Christ
• DAC vision encapsulates U.M. mission
• We envision the Detroit Annual Conference as a
  healthy, holy branch of the Tree of Life. We see
  our churches rooted deeply in scripture, alive
  and growing in Christ, renewed by the Holy
  Spirit, and developing and sharing fruits of the
  Spirit with all.

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Vision of spiritual revitalization critical to
DACs future
Conference vision and mission

• CRITICAL ISSUES
• Need for continued spiritual development and
  emphasis voiced by clergy and laity
• Vision not articulated in a manner that would
  suggest clear understanding, impeding unified
  focus
• Vision not kept in front of people sufficiently
• IMPLICATIONS
• Good vision is taught, not trumpeted, therefore
  the Bishop and Conference leadership must
  continue to cast the vision at every opportunity
• Keeping the vision before the people creates
  understanding of direction the DAC is seeking to
  go as it focuses on the future

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Conference vision must be kept before the people
Conference vision and mission

• RECOMMENDATIONS
• Call to Conference session
• Spiritual service for pastors, broken into 4
  groups and led by the Bishop and Cabinet, during
  which they sing and pray that God revive their
  spirits and that they be empowered to go forth
  and make Disciples for Jesus Christ.
• Improved communication with clergy and laity
• Keeps vision and mission before the people,
  making it a living creed
• Produced by Bishop and/or Cabinet through printed
  or electronic means
• Lifts up districts, churches, and/or individuals
  that are instrumental in helping the vision be
  realized
• Finally, obstacles to the vision must be addressed

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Section II
Conference Setting Membership and Location
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Potential for DAC membership growth hampered by
current culture of malaise
Conference Setting Membership Location

• CRITICAL ISSUES
• Membership church attendance decreasing
• No strategic planning in most churches
• Aging out Youth falling through cracks
• Need for consolidation of struggling and small
  membership churches in same area
• Demographic and ethnic growth patterns being
  ignored
• Total population within the DAC area is approx.
  6.7 million 105,351 are United Methodist
• Population growth expected in 79 of DAC areas in
  next 5 years
• Hispanic population is fastest growing ethnic
  segment currently underdeveloped in DAC
• Small membership churches feel ignored
• District Superintendents overburdened
• Program development impeded
• Clergy burnout and isolation
• Difficult to maintain meaningful and trusting
  pastoral relationships
• IMPLICATIONS
• Apparent spiritual malaise contributes to culture
  of mistrust, lack of motivation and helplessness
  in developing programs for local churches
• Demographic and ethnic markets need to be
  analyzed, and strong programs need to be
  developed in order to reach them

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Conference Setting Membership and Location
Revitalized spirits, combined with strong
resources and demographic tools will stimulate
development in high growth segments

• RECOMMENDATIONS
• Conference should utilize market research data on
  each of the respective growth areas over the next
  5 years
• Provided to marketing committee or task force
• Demographic information shared with pastors and
  laity in expected growth areas
• Will provide strong foundation for motivating
  individuals and entities in making disciples for
  Jesus Christ
• Annual Clergy Retreat for spiritual renewal
• Offering engaging speakers, creative worship and
  time for bonding
• Facilitated by Bishop and Cabinet as spiritual
  leaders
• Clergy should be invited by the Bishop in some
  instances, District Superintendents should
  require some of their pastors to attend.
• Activate and emphasize youth and childrens
  ministries
• Encourage clergy and laity alike
• Offer training and resources

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Conference Setting Membership and Location
A culture of empowerment, positive reinforcement
and strategic thinking will advance the work of
clergy, laity and ultimately, the DAC

• RECOMMENDATIONS CONTD
• Take steps to change Conference culture through
  three strategic phases for clergy and laity
• Short-term Bible study with strong emphasis on
  evangelism and stewardship
• Hands-on training and skill development
• Enable leaders to develop strategic plans and
  implementation strategies for their respective
  congregations
• Incorporate evaluation component in each phase
• Change Conference culture to more spiritually
  focused entity
• Form core group from existing spiritual leaders,
  clergy and laity to implement programs
• Seek out resources to increase spiritual focus
  and foundation
• Ease feelings of mistrust and improve
  clergy/Cabinet relationships through positive
  encouragement rather than fear of demotion

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Section II contd
Conference Setting Organizational Structure
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Good organizational structures are those that get
things done efficiently with effective people,
and are structured around the vision and mission
of the entity they support.
Conference Setting Organizational Structure

• CRITICAL ISSUES
• Current structure impacts sense of connection for
  which denomination is known, stifles the growth
  and development of local churches, increases
  burnout among DSs, clergy and others, and
  possibly hampers payment of Apportionments
• District Superintendents overburdened with
  administrative tasks
• Organizational structure impeding vision and
  mission in some areas
• No single governance entity overseeing work of
  Annual Conference
• No formal operational policies/procedures
• No accountability measures
• Duplication of efforts between two Annual
  Conferences in Michigan
• IMPLICATIONS
• District Superintendents are stretched too thin,
  leaving little time to develop programs and to
  pastor to clergy in their charge
• Without a governing body to monitor plans and
  evaluate progress within an effective structure,
  the Conference vision and mission cannot be
  achieved
• Parallel programming, objectives and structure
  suggest an opportunity to merge Detroit and West
  Michigan Annual Conferences

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Conference Setting Organizational Structure
A structure designed to work more efficiently,
combined with evaluation measures will result in
more unified pursuit of the vision

• RECOMMENDATIONS
• The organizational structure of the Conference
  should be changed
• Two separate functional areas
• Ministerial services/Spiritual Formation
  responsible for emphasizing services that enhance
  clergy and staff, support the Board of Ordained
  Ministry, the Candidacy Process, Ministers
  Professional Development, Mentors, and
  Vocational Re-Visioning, as well as boards,
  commissions, and committees that do much of the
  work of the Annual Conference through volunteers
• Human Resources Management and Training
  responsible for staff, personnel and policies, as
  well as professional training and development,
  certifications and evaluations for both clergy
  and laypersons.
• Appoint 12-member governance body to oversee work
  of boards, agencies, commissions and committees
  of the Annual Conference
• Responsible for monitoring and evaluating
  progress and holding bodies accountable
• Director of Connectional Ministries continues to
  serve as CEO for this body, as well as to
  supervise paid and volunteer staff

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Realigning program staff and developing and
evaluating work plans will ensure consistency of
goals in new DAC structure.

• RECOMMENDATIONS CONTD
• Realign program staff, creating Associate Council
  Directors for
• Church Revitalization and Development
• Incorporate work of current resiliency staff
  person may require Assistant Associate Director
  of Church Revitalization and Development
• Youth Programs
• Camps and Outdoor Ministries
• Spiritual Development for Urban and Ethnic
  Ministries
• Ministerial and Lay Training Institute
• Create 7-member monitoring boards for each staff
  person to evaluate effectiveness of task areas
• Meet quarterly with staff person
• Determine whether strategic goals, objectives,
  and work plans are being implemented to attain
  quality of results desired
• Assist Director of Connectional Ministries in
  determining levels of effectiveness for each
  assigned area

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Reducing administrative work of D.S. enables
stronger focus on supervisory issues and
clergy/congregational development

• RECOMMENDATIONS CONTD
• Reduce number of districts to 6 (from 7)
• Evaluate role of Office of District
  Superintendent
• Each D.S. Should have 2 assistants
• Administrative assists with paperwork,
  finances, apportionments, and personnel issues
• Developmental assists in training, monitoring
  and helping clergy and lay leaders to develop
  local congregations
• Charge conferences should be structured to
  celebrate both mission and ministry, ensure
  adoption of goals and objectives, call for
  accountability, demonstrate achievements and
  emphasize winning souls for Christ
• Evaluate attendance of D.S. at charge conference
  for effectiveness consider using ordained
  elders to preside over charge conference
• Clergy effectiveness needs to be evaluated and
  addressed
• Provisions for those who need to exit the
  ordained ministry
• Offer ministerial training institute annually
• Focus on ways of perfecting change, marketing and
  growing the church, identifying gifts and graces
  and empowering others for ministry.
• Attendance mandatory clergy grouped according to
  length of service
• Facilitated by retired and seasoned clergy, as
  well as outside consultants

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Section III
Conference Programming
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DAC programs must be consistent with vision and
mission to ensure efficient allocation of
resources

• CRITICAL ISSUES
• Programs not consistent with vision and mission
• Lack of weights and measures for effectiveness of
  Conference programs
• Nominating process needs improvement
• Conflicting belief systems within the Conference
  impede unity for ministry
• Overlooked youth inadequate youth programs in
  local churches
• Disconnected U.P.
• IMPLICATIONS
• Evaluating programs for effectiveness and
  consistency with vision and mission would direct
  more efficient allocation of resources
• Improving the nominating process would result in
  more committed involvement, higher productivity
  and more diverse leadership.
• Energy spent debating controversial issues could
  be better spent on united efforts for ministry
• With aging membership, youth represent growth
  area for membership and future leaders for the
  Conference
• Geographical distances create feelings of
  isolation and under-representation at board
  meetings and workshops

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Recruitment and training of committed leadership
is crucial to effective, continuous achievement
of DACs vision and mission
Conference Programming

• RECOMMENDATIONS
• Careful recruitment and training of leaders of
  boards, agencies, commissions and committees.
• Develop evaluation system with sole focus
  ensuring that boards, agencies, commissions and
  committees are effectively implementing tasks and
  achieving the mission of the Conference
• Streamline communication process between
  Nominations Committee and Boards and Agencies
• Chairpersons should be encouraged to recruit at
  least a certain number of members themselves
• Attention should be given to diversity gender,
  race, geography, and other required factors
• Each board should have at least three, if not
  more, young people or young adults on it

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Youth are DACs future, both in membership and
leadership Bold initiatives will cultivate new
blood
Conference Programming

• RECOMMENDATIONS CONTD
• Allocate new energy and resources to evangelism,
  stewardship and youth ministry of the Conference
• Implement bold initiatives for youth
• Sponsor youth rallies
• Hold series of youth retreats, focusing on
  leadership skills and evangelism outreach
  techniques focus on taboo subjects that youth
  can discuss in Christian context
• Emphasize mission work
• Hire staff person dedicated to youth programming
• Training for lay volunteers working with youth
• Youth Call to Conference session, led by Bishop
  and Cabinet
• The Cabinet should host its meetings, training,
  etc. throughout the Conference, including the
  Upper Peninsula

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Section IV
Marketing and Outreach
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Increasing awareness through the marketing and
communication of DACs operations and ministries,
both internally and externally, is crucial to
continued growth and viability
Marketing and Outreach

• CRITICAL ISSUES
• Conference Members identified communication as
  the 1 issue impeding Conferences progress
• Breakdown of communication within Conference
  channels
• Inadequately celebrating victories of local
  churches, individuals, and Conference ministries
• Individuals do not understand what it means to be
  part of a greater connection
• Not clearly articulating the connection between
  Apportionments and the benefits of
• Conference Infrastructure and the services they
  provide
• Outreach Ministries within and beyond the Annual
  Conference
• The connectional relationship of the United
  Methodist Church
• More promotion of activities in local churches
  needed for successful outreach
• IMPLICATIONS
• Lack of communication increases distrust, rumors
  and divisions. Knowledge and responsibility are
  the keys to higher morale and productivity.
• A greater understanding of the value of the
  connection could lead to more effective
  ministries, both locally and globally, through
  enhanced support of Apportionments, Ministry
  Jubilee and other giving opportunities.

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Efforts dedicated to communicating and promoting
works of the DAC and its congregations will boost
morale, productivity, and membership
Marketing and Outreach

• RECOMMENDATIONS
• Improve Conference communication at all levels
• Appoint Director of Communications and Marketing.
• Possibly establish Office of Communications,
  using volunteers
• Serve as single point of contact for receiving
  and sending out information, and facilitating
  news about the various ministries of the
  Conference.
• Devise a marketing program to promote the
  Conference vision and mission
• Bishop actively involved in posting position
  statements and spotlight several praise reports
  that are helping to achieve the vision and
  mission of the Conference.

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Section V
Facilities
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Current facilities, while adequate, could be
realigned to benefit from synergies not yet
realized
Facilities

• CRITICAL ISSUES
• Current Conference facilities make collaboration
  difficult between 2 Conferences, visibility of
  Bishop difficult, and travel distances
  prohibitive
• Camps currently not self-sustaining most owned
  by the Conference
• IMPLICATIONS
• Combined facility would improve collaboration
  between two Conferences, increase Bishop
  availability and decrease travel requirements
• Affiliate camps established as non-profit
  organizations could benefit from grants and other
  sources of funding not currently available, and
  could provide relief to the Conference budget.

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Merging conferences and facilities could provide
great synergies by reducing duplication and
pooling resources, both human and financial
Facilities

• RECOMMENDATIONS
• Detroit and West Michigan Annual Conferences
  should merge
• Construct new office with all major program staff
  serving from that location
• Conduct feasibility study between the two
  Conference areas
• Secure an architectural rendering of
  possibilities for a new Conference center
• Identify staff skills competencies, willingness
  level to relocate and kind of structure that
  merger or consolidation could possibly yield and
  the benefits it may bring.
• Conference may need to consider making all camps
  affiliate members with their own governing boards.

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Section VI
Managing and Appropriating Funds
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Formal process for managing funds incomplete
lack of communication leaves members skeptical of
its effective use in operations and ministry
Managing and Appropriating Funds

• CRITICAL ISSUES
• Incomplete formal policies and procedures
  addressing operational and financial
  responsibility
• Need for systematic evaluation process for
  measuring effectiveness of program staff
• Apportionments perceived as burdensome
• Churches struggling to pay
• Unclear where money goes and how its spent
• Distrust of leadership and allocation of funds
• High costs to churches (apportionments, health
  costs, declining membership) creating need for
  consolidation of congregations
• IMPLICATIONS
• Clear, operational procedures and policies,
  combined with measurable goals and objectives
  will allow for achievement of the shared vision
  and mission
• Responsible stewardship of Apportionment funds,
  and clear communication of its uses could result
  in increased giving

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Managing and Appropriating Funds
A well-planned, non-wasteful spending program,
handled responsibly by DAC leaders and staff, can
positively impact members future giving

• RECOMMENDATIONS
• Ascertain where written operational and financial
  policies and procedures should be implemented
  that are not currently in place.
• The Conference should appoint an internal auditor
  who periodically audits the records and receipts
  of the Office of the Treasurer.
• The Bishop and respective District Superintendent
  should meet with all pastors, individually, that
  have not paid any portion of their Apportionments
  as well as those paying less than 90 percent.
• Determine what is causing problem
• Devise a plan to meet payment
• Ensure education of congregation as to value and
  worth of Apportionments
• As a means of keeping expenses low, the
  Conference should organize a Volunteer Council
  that identify, cultivate, recruit and train
  retired clergy and laity to assist with many of
  the jobs needed for which there are limited funds
  to hire full or part-time personnel.

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Section VII
Conclusions
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Change, however bold it may be, is necessary for
DACs future viability in an equally changing
world
Conclusions

• DAC must make changes in order to
• Maximize resources, both human and fiscal
• Diminish level of membership loss experiencing
  annually
• Organizational structures of religious entities
  must change to
• Achieve mission to which they have been called
• Attain the vision to which they aspire
• To deal with change, one must look at the big
  picture and understand why change is occurring

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Conclusions
Next Steps in the post-audit process

• Dissemination of information
• Cabinet
• Program Staff
• CCOM
• Boards and Agencies
• Districts
• Gathering and compiling feedback
• Making decisions and finalizing recommendations
• Implementation of recommendations
• Monitoring and evaluating implementation progress