"How Are You Going? Who Knows?"

(by Alan Niven)

INTRODUCTION

We will explore the theological and pastoral background of ministry appraisals or reviews. In the complex mix of faith, personality, ministry and culture it is often extremely difficult to develop a "sober estimate" of our ability or to come up with a reasonable response to the question "How are you going?" Our spiritual health and wellbeing are strongly linked to these two issues but how can we undertake appraisals that are helpful, accurate, empowering and safe for all concerned? This approach is not really interested in a 'quick fix' or developing 'ten steps to a good appraisal'. It is affirming of the integrity, theology, context and reflective skills of the minister and assumes an environment of collaborative ministry. Your feedback and questions today will be very helpful. This presentation is a work in progress and seeks to answer the questions .....

How am I going? Who knows and who cares enough to tell me? How will I find out? What will I do with what I find out? Where is God in all of this and what might I hear?

PRESENTER

Alan Niven is Vice-Principal and lecturer in Pastoral Studies at the Churches of Christ Theological College. In addition to his normal teaching interests Alan has road-tested a number of pilot appraisals within other Christian traditions. Aspects of the outcomes are being explored amongst South Australian Churches of Christ. He went through his own first appraisal in his first post-college ministry in 1983 and survived to tell the tale.

SOME BASIC ASSUMPTIONS

Ministers, chaplains, etc.

1.are generally committed to personal, spiritual and professional growth;

2.have done a great deal of thinking, study, reflection and exploration on the question of what approximates effective ministry practice;

3.sometimes become a bit precious and defensive when it comes to review of their ministry and may hide behind God a bit;

4.will be wise to avoid a Review in times of high ministry conflict, rapid transition and change, and personal illness and deep emotional pain.

5.will, if involved with the development of their review, more readily

•own the process of review, •embrace the outcomes, •be encouraged by the affirmation and •grow through the challenges that emerge.

6.are reasonably honest souls who might feel a bit anxious about the whole thing ( ... healthy ... ) but who will not fudge the sample, bribe the facilitator or scapegoat other leaders ( ... unhealthy! ...).

7.understand that people are reviewing them all the time anyway and so they might as well do it properly and make a Review a normal part of their ministry;

8.will benefit from initiating a review that has a process that is not ‘one-size-fits-all’ but which is tailored to their style, context, role and identity;

9.are usually encouraged by their denomination to be engaged in such processes. They realise that if they don’t take the initiative and become an active partner in the Review it may be done anyway.

HOW AM I GOING? A Simple Conversation Starter.

Using the first column, score the following categories thus: 1.Going well 2.Average but ok 3.Moderate work area – a few concerns 4.Serious work area – becoming stressful/difficult/unsatisfying for me

TOPIC

Pastoral Care

Preaching-Teaching

Planning/Administration

Self-Care

Faith-Spirituality

Interpersonal Communication

Write, in the first column, a brief description of an event:

TOPIC

Pastoral Highlight

Relational Lowlight

Teaching Highlight

Time-Management Lowlight

SOME BASIC QUESTIONS

Why have a Review?

Why not have a Review?

When should a Review be conducted?

Who should conduct a Review?

Where will you find the Review data?

What will I do with the results of the Review?

What will maximise the value of a Review?

SUMMARY It is my belief that the best Appraisals are not ‘done to’ Ministers, they are ‘owned’ by the Minister and the Community. They are adult and responsible enough to (i) participate creatively in the development of process and instrument; (ii) work with peers to develop a method that reflects best practice in their context; (iii) work with the outcomes to enhance their ministry. The people involved in the Appraisal should know what the expectations are. There should be no surprises in ministry evaluation if we create an atmosphere of mutual trust, honest insights and commitment to the process. Confidentiality is maintained by the facilitator who is the only person to see the raw data in the Appraisals and all the interview data. The final report may have a number of formats. The facilitator, in consultation with the Minister, will write reports that are appropriate for each interested party – the Minister; Congregational Leadership; parishioner; supervisor; spiritual director etc.

Who knows how I am going? (I may use ‘Minister’ but replace with Chaplain/Pastoral Carer etc.)

MINISTRY REVIEW – A RATIONALE AND A PROCESS

A Ministry Review provides opportunities for ministers to reflect on their performance in their ministry context. Parish members or those who receive this ministry are also invited and empowered to reflect on the ministry as they have experienced it. We maintain our cars with diagnostic tune-ups, review and maintain properties and have physicals from time to time with our Doctors. We may have a supervisor or spiritual director but how often do we do a comprehensive review of ministry performance and include those who receive our ministry? A Review usually provides an opportunity to affirm the positive aspects of the Minister’s work as well as to raise issues that may be of concern. Strengths are celebrated and this brings confidence. Work areas are identified that then become the focus of the Minister’s professional development and learning goals. A common experience with an effective review is an increase in confidence through identifying work areas that can then be systematically addressed. These work areas simply become part of the ongoing formation and spiritual and professional development of the Minister – more accurately attuned to their style, personality and immediate tasks. It is preferable for the Minister to have a clearly-defined role or job description that sets out expectations and accountabilities. In pioneering contexts a review can provide an opportunity to work on developing a realistic job specification.

WHAT IS A MINISTRY REVIEW OR EVALUATION?

•It is part of a decision-making process about ministry, ‘doing the best we can with what we have’ and personal development. •It seeks to improve work and enhance the person's ministry satisfaction. •It provides a realistic opportunity to affirm the strengths and contribution the Minister has made to the parish or ministry context. •It develops and resources a potentially safe and constructive forum where concerns can be raised for discussion and follow-up action planned.

WHY REVIEW OR EVALUATE?

•To enhance informed decisions on general or specific issues that relate directly to the performance of ministry. •To build and maintain quality of performance to meet the demands of a particular ministry. •To develop an atmosphere of trust, support and understanding between Ministers and team members with whom they minister as well as with the recipients of ministry (who we are supposed to be in partnership and community-building with anyway!). •To provide an opportunity for the Minister to assess his or her job specification in relation to its effect on themselves and the whole parish, organisation or agency. •When feedback is sought from those who receive ministry it provides a process of education, mutuality, empowerment and collaboration

HOW CAN I PREPARE FOR A REVIEW?

You will need to determine several factors or variables in your context to ensure that the spirit of the review is creative, honest and supportive. Serious consideration of these factors will enable the person under review, and others, to have a more developed sense of ownership of the process.

1.Confront your own fears and anxieties, hopes and expectations. Seek to frame them within your call to discipleship, ordination vows or endorsement, or your current vocational awareness. Use your journal, spiritual director or supervisor to reflect upon this. Inability to do this could sabotage the process at any point.

2.Start a conversation within your ministry context (Elders or Ministry Team etc.) when you have gathered together some examples of processes. Take the initiative but operate collaboratively at all times. Approach your denomination for support and guidance and seek out a possible facilitator.

3.Who is accountable to you? The lines of authority and leadership need to be identified. Who do you evaluate? There is a mutual dimension to ministry and community that must be declared and described but there are also lines of power and authority that need to be respected.

The process begins in partnership with a facilitator and a local leadership group. This can be done with a group of elders, a pastoral leadership team, or equivalent:

4.To whom are you accountable and whose feedback would you seek? List and prioritise people or groups on your own and then check your list with that of other key leaders before considering the next factor. Have a preliminary look at who would be interviewed after initial themes emerge from

5.Consider who is responsible for reviewing/evaluating your ministry. Careful but transparent selection is important.

6.What instrument and process is to be used for the Review? It is best to avoid a ‘One Size Fits All’ instrument. This may not achieve the best or most accurate outcome. Ministry context, personality, experience, culture and the current state of spiritual and vocational wellbeing are all important variables. This is your task and the final draft of your appraisal instrument may be presented to peers, local leadership team and the facilitator of this process. You may wish to also check this with leaders within your State ministry office.

7.Line up in advance some sort of retreat/reflection opportunity following the Review. This may be with your mentor, supervisor or spiritual director. You will need to create space to process what emerges.

Notes:

ONE PROCESS FOR A REVIEW

OBJECTIVES

•To provide an opportunity for the Minister to reflect on his or her ministry. •To provide colleagues, staff and those with whom the Minister works closely to also reflect upon the ministry and to share their experience and perceptions. •To provide an opportunity for a wider group in the ministry context (random sample) to reflect upon the Minister’s practice and share their experience and perspectives. •To enhance the Minister’s own awareness of giftedness and vocation as well as acknowledge any limitations and plan improvement where necessary.

STAGES IN THE PROCESS 1.Presentation of Review Process. All participants will be provided with the opportunity to clarify objectives, process and expectations. 2.Written Appraisal or Questionnaire A selected sample of individuals completes a written appraisal. They are analysed by the Facilitator. 3.Interviews. a. Interview with Minister re his or her self-appraisal. b. Colleagues, team and staff. c. Other key persons who experience the ministry. 4.Draft Report. The Facilitator re-analyses the written appraisals as well as the outcomes of the interviews. A Draft Report is written. 5.Checking of themes and issues. The Draft Report is checked with key participants. Amendments are made if necessary. 6.Feedback 1. Firstly to the Minister who will be aware of the content of all written documents. 2. Then to all participants in appropriate format. 3. Final Report published for different audiences.

AN EXAMPLE OF A ONE MONTH TIMELINE

Preparation Minister, Facilitator and leaders in the ministry context agree on the process, documents and content of the review.

Day 1Present outline and process of the review to all those who are taking part. Discuss the rationale and consider the values and benefits. The Appraisal Questionnaire is then distributed.

Day 1The Facilitator interviews the Minister re his or her self-appraisal.

Day 8Completed Appraisal Forms returned. Preliminary themes, strengths and work areas. Note contextual or systemic issues.

Days 9/10Interview staff and key leaders. Choose a suitable venue.

Days 11-25Facilitator interprets data from Appraisal Forms and interviews and writes draft Report.

Day 26Feedback to Minister. Feedback to participants. Draft Report member-checked and amended.

Day 30Final Report available in full. Edited summary for general use.

ACTION/RESPONSE The Minister will then meet with a ministry supervisor to review the outcomes and set learning goals that reflect the feedback. A small group within the ministry context may be set up to support the Minister and encourage ongoing commitment to these goals. Other Ministers within the region may be used for peer reflection on the new learning goals. This part of the process should be approached with discipline and accountability.

A COMMUNITY APPROACH - THE TASK OF A FACILITATOR

Introduction You have been invited by the Minister to implement an Appraisal of their ministry. He or she has already met with a small group of Ministers or a State

•Reflect on pre-reading on Ministry, contemporary ministry challenges and various models of Appraisal. •Explore and identify the key elements of a rationale for ministry appraisal. •Evaluate various models with a view to designing a process and an instrument that fits their ministry context, personal ministry style and the meaning of their ordination/endorsement. •Share moments and stories of learning and experience a variety of models of theological reflection. •Develop in the context of peer reflection a profile of the key participants who can best offer feedback on their ministry. This includes where and how the Appraisals will be distributed and who will be interviewed. The size of the sample will also be decided. •Develop in the context of peer reflection the questions and issues that would form content of the Appraisal. •Prepare a final instrument (with timeline) that can be externally moderated by the leader of the two days and then owned by the Ministers themselves.

The local facilitator will:

•Receive the completed Appraisals from all participants and develop preliminary themes. •Interview the Minister and cover the issues that emerge in the Self-Appraisal. •Interview the key personnel selected to represent the various areas of the Minister’s ministry. Perhaps two evenings. Fifteen minutes maximum per interview. •Prepare a draft report that discussed with the Minister and later presented to some (or all) interviewees as an extended focus group in order to check themes, emphasis and style of presentation. •Discuss the Report with the Minister. •Present the Report to key personnel immediately afterwards. Appropriate, edited versions are prepared for the parish or agency.

The Minister will then:

•Meet with their supervisor to discuss the Report, celebrate strengths and gifts and set learning goals and tasks. •Meet, if they wish, with the peer group that supported them in the beginning. Share learning and experiences. •Meet with key staff or team members to discuss the Report and in the same way that the Minister accepts responsibility for his or her own learning, explore ways in which the insights of the Report can be embodied in the wider ministry context. •Meet with State leaders to discuss support for ongoing professional and spiritual development.