The Transition Team’s task was to consider the future environment of Brindabella Baptist Church (Brindabella) and recommend a leadership and organisational structure to support that environment.

 

In other words, the challenge was to determine a structure that supports the reason we exist as a local church. Therefore, the structure must reflect our identity, size, ethos, culture and characteristics. Furthermore, the governance arrangements embodied in the structure must provide clarity to those who serve within that structure, in terms of clarifying responsibility, authority and accountability while recognising the importance of inter-personal relationships.

 

Reference to Scripture played a key role, particularly the passages dealing with the appointment, roles and qualifications of elders and deacons and unity in the Body of Christ. The team continually sought God’s direction through prayer throughout this task.

 

 

Church size is a key determinant in defining an appropriate structure. Brindabella had grown to program size church (150-400 attendees) but presently borders on a smaller pastoral size church (75-150 attendees). Maintaining a program size church structure with reduced attendance has given rise to current perceived organisational deficiencies.

 

Nevertheless, the Team assumed that Brindabella will grow from a pastoral size church to a program size church. Therefore the team has sought to determine a structure that has flexibility to serve our present situation and accommodate future growth. In line with that, the team proceeded on the principle that the Senior Pastor will be called in anticipation of Brindabella moving from a pastoral to a program size church.

 

Other key assumptions were:

 

·                That Brindabella wishes the Senior Pastor to “lead” the church and, through appropriate checks and balances, would be given authority to do that on a full time basis;

 

·                That any changes to the current Mission or Core Values of Brindabella would not affect the recommendations made in this report; and

 

·                That the new Youth Pastor should have a wider ministry oversight for both youth and children’s activities.

 

 

The Transition Team followed a number of key tenets in considering a fresh approach to the future organisational structure of Brindabella, including:

 

·                That the bible provides a model for structure around elders and deacons which is as relevant today as it was in Jesus time.

 

·                There was a clear need for a group (to be known as the Eldership) whose sole role is to set the spiritual direction and ensure the spiritual well being of the church.

 

·                The Eldership should be responsible for the overall governance of the church and focus on the future vision for Brindabella and the health of its prayer life.

 

·                There needs to be a clear distinction between the governance group (Eldership) and the church management group (Ministry Leaders) who are responsible for the day to day management and the operation of individual and overlapping ministries.

 

·                That both groups would be formally connected through the Senior Pastor and informally connected through relationships.

 

·                People in any leadership role within Brindabella should expect that those roles would be clearly defined in terms of responsibility, accountability, authority and support available.

 

These tenets underpin the recommended structure illustrated on the attached chart.

 

Although not shown on the chart, the Transition Team saw the entire structure and the broader church community fully under the authority, guidance and love of our triune God.

 

 

Elders would be nominated and elected by the congregation for a two year term. They would need to be spiritually mature Christians, committed to Brindabella, gifted in leadership and meet the character test for elders in 1 Timothy. The Eldership would fulfil a crucial spiritual leadership role including working with the Senior Pastor in determining the long term vision and strategic direction for Brindabella.

 

Further details on the proposed role and responsibilities of Elders at Brindabella are included in the full report.

 

 

The number of ministry groupings identified in the recommended structure reflects Brindabella’s vision, mission and core values (what we aspire to) and our size (what we can resource). The structure acknowledges a team approach to ministry and identifies team leaders (Ministry Leaders) as well as lines of accountability. At this stage, six areas of ministry have been identified: Administration (Secretary), Pastoral Care, Youth & Children, Worship & Creative Arts, Outreach & Mission and Prayer.

 

Given that Prayer is a key ministry that envelops all areas of Brindabella church life and ministry, it should be led by the Senior Pastor at the Ministry Leader level.

 

As Brindabella grows to a program size church, the structure can be strengthened by either creating additional ministry groups or moving from lay to paid Ministry Leaders - as resources allow.

 

Ministry Leaders would be nominated and elected in the same way as Elders. They would need to be spiritually mature Christians, have a passion for and be gifted in their area of ministry and meet the character test for deacons in 1 Timothy.

 

Ministry leaders would be accountable to God, the Senior Pastor, the Elders and the broader church community. In an organisational sense, Ministry Leaders would be responsible to the senior pastor. Further details on the proposed roles and responsibilities of Ministry Leaders at Brindabella are included in the full report.

 

Ministry Leaders would meet regularly with the Senior Pastor as a ministry leadership/church management team.

 

 

The Senior Pastor would fulfil a pivotal role in the structure - being closely engaged with both the Eldership (governance group) and the Ministry Leaders (management group) and providing the primary linkage between the two groups.

 

 

The Transition Team provided the details of the structure to the PLT for consideration in line with the IIM process. The structure represents our best ideas at the time following our robust debates and deliberations. The PLT would then take this structure on board and implement it with Brindabella. During implementation some changes may be needed to clarify issues, roll in further improvements, as the process moves forward.