3. PROFESSIONAL STANDARDS IN MINISTRY

PROFESSIONALISM AND COMPETENCE: HIGH STANDARDS FOR A HIGH CALLING

A ‘profession’ is a group of people engaged in an occupation or calling whose competency depends upon specialised knowledge. A pastor’s ‘specialised knowledge’ is theology – knowledge of/about God. So their professionalism is enhanced by disciplined and prayerful reflection on how Christian faith impacts specific situations in the lives of people. Pastors and other preachers shall therefore give sufficient time to reading, prayer and theological study so that their spiritual wells do not run dry.

Ministering ‘professionally’ means pastors/leaders will offer the best quality care, leadership of worship and preaching of which they are capable; appropriately dealing with emotional and spiritual needs; being sensitive to people’s different social contexts and cultures; following recognised and acknowledged modes of working in specialist areas such as bereavement, trauma and suicide; practising ‘professional humility’ in terms of referring people to others with greater expertise; and being sensitive to the needs and vulnerability of the children and young people.

Pastors are ‘professionals’ in a different sense from which, for example, medical practitioners and lawyers are professionals. (Richard Baxter, The Reformed Pastor, 1656, believed that the pastor was ‘counsellor for their souls, just as a lawyer was counsellor for their estates and a physician for their bodies’). The latter two groups dispense ‘expertise’ to relatively passive recipients, and formulate standards of practice independently of their clients. Pastors, on the other hand, minister as part of the whole church – and are responsible to church bodies in which their ‘clients’ have a voice. Nevertheless the central moral choice for pastors is the same as that for all professional persons: will I be an empowerer of others, or an exploiter?

Thus pastors and other leaders:

a.. have a responsibility to maintain high standards of knowledge and skills in all the areas of ministry relevant to their placement. This responsibility requires that they undertake continuing education, experience, professional consultation and spiritual growth to increase their effectiveness. (However, pastors and others will be wary of the modern trend to attend courses principally to ‘amass credentials’). b.. shall not misrepresent their competence, qualifications, training or experience or offer to undertake and or engage in work beyond their professional competence; in these situations they shall make appropriate referrals. a.. who are forced by circumstances to provide care beyond their normal competence shall discuss this with their supervisor; seek guidance from a person with appropriate experience; and/or where warranted, seek opportunities to develop appropriate skills. a.. while generally ‘autonomous’ in terms of the control of their time, shall manage their time well – seeking a proper balance between personal obligations, church duties, and family responsibilities. They will avoid being ‘overbusy’, ‘hyperconscientious’ monopolisers of ministerial functions or roles: this lack of true professionalism is sometimes a result of insecurity, or a need to create dependency.

INTEGRITY

Pastors and other leaders

a.. when making difficult ethical/moral decisions, shall consider the sometimes competing demands of Christian veracity/truthfulness on the one hand, and avoiding harm to people on the other. They shall refrain from implying that they have qualifications, experience or capabilities which are in fact lacking. a.. shall not engage in sexual relationships with people in their professional pastoral care. a.. have a moral and spiritual commitment to truthfulness, and shall not plagiarise another’s ideas but will acknowledge sources for preaching and writing material.

a.. will organise and administer their work conscientiously, remembering that living in a covenant relationship with God and others means that we keep our promises. a.. shall encourage the church rather than disparaging it, and carefully distinguish ‘silence as lying’ from ‘silence as prudence’. They shall neither exchange nor tolerate scandalous, malicious or inaccurate information with or about other persons.

a.. when giving references/recommendations shall discuss with the person concerned any reservations, and perhaps withdraw their name if appropriate. (‘Recommend unto others as you would have them recommend unto you!’)

a.. have a responsibility to provide unbiased pastoral care to those with whom they disagree, and to consult their supervisor in relation to such situations.

a.. shall not proselytise members of other churches, and except in emergencies shall not render pastoral service a member of another congregation or occupy another pulpit without consulting the pastor/s / leaders of that church

It is unethical for a pastor to consider a call to a church from which the current pastor has not resigned.

When pastors resign or retire from a pastorate they shall not interfere with the ministry of their successor/s. Participation in such activities as weddings and funerals must carry the consent of current pastors/leaders. Normally such pastors will seek membership in another congregation than any they have served.

Interim pastors shall not encourage personal loyalties; their tenure is temporary and their function is to prepare the congregation for the calling and installation of a new pastor.

LEADERSHIP AND POWER

Jesus is our model for what it means to be a ‘whole person’. All Christian ministry is an expression of our being disciples of Jesus.

Pastors and other leaders should recognise the power that is inherent in their role, and that it can be used for good or for harm to others. They must learn non-abusive uses of this power, and develop a commitment to justice (the right use of power). They will not dominate, but be instruments of liberation for others to live more fully the lives God intended for them. Pastors and leaders are encouraged to ’empower’ others for ministry (rather than monopolising most public-ministry prerogatives, for example, thereby denying others such a ministry). The Latin expression puts it well: ‘Do ut des’ (‘I give that you may give’).

Pastors and other leaders shall maintain clear and appropriate boundaries between themselves and others, and not seek to meet their personal needs for attention or acceptance through pastoral relationships.

Those who preach may not use their preaching role to inflame conflict within the congregation. Processes and decisions of church councils should be reported accurately and fairly.

Pastors/leaders have a responsibility to provide unbiased pastoral care to those with whom they disagree, and to consult their supervisor in relation to conflictual situations. As much as possible, they should avoid taking sides with factions in the church. Disagreements need to be resolved within the framework of principles that express Christian community and a commitment to rational debate based on evidence and argument, not personal attacks and mere assertion of opinion.

PREACHING AND TEACHING

a.. represent accurately the teachings of the Scriptures and of the Church b.. take seriously the traditions of faith and worship of the church, connecting the historic faith to the issues of our day c.. present the Good News of Jesus Christ in the language and forms of the particular worshipping community a.. accurately represent opposing views; and a.. be open to challenge and correction from colleagues. Whoever occupies a pulpit is normally under the control of the pastor/s, who will exercise care not to invite persons who may create dissension.

SUPERVISION

Pastors and counsellors should regularly debrief with a supervisor and/or spiritual director – normally once a month for an hour. This is becoming a legal requirement in some Western countries. Discussions here will include maintenance of appropriate boundaries in pastoral relationships, competencies, time management, priorities and any difficulties or conflictual situations arising in ministry. Peer consultancy and support, and professional courses also help to ‘hone’ therapeutic, diagnostic, communication, record-keeping and referral skills.

Pastors (and other leaders) shall keep appropriate pastoral records (eg. details of appointments and referrals, and a journal of critical incidents).

PERSONAL DEVELOPMENT REVIEWS

[Colin Hunter: summary?]

CHURCH REVIEWS

[ One of the Supers: summary?]

CONSTITUTIONS AND REGULATIONS

‘Church politics’ is sometimes a pejorative expression. However politics is essentially about how people in groups behave and make decisions. To forestall improper behaviours, every church ought to have a ‘constitution’ which governs their decision-making. The church membership/ constituency must make and own important decisions – such as the call of a pastor, major financial and property matters, and doctrinal issues. Church meetings ought to be times of information-sharing, encouragement, prayer, and decision-making. Whilst pastors and other leaders ought to be accountable to members, and open to questions about their role and ministries, complaints and discord which may seriously discourage others ought to be directed to the person/s concerned outside plenary meetings of the church.

The bond between a pastor and the church is sacred, and is best understood in terms of ‘covenant’ rather than ‘contract’. It should not be terminated by either pastor or church except in unusual circumstances and/or by special agreement, normally with three months’ notice from either party.

[Other items?]